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ITIL Foundation
IT Service Management Lifecycle
Instructor: Tom Vorves
Introduction
Course Agenda
• Introductions
• Review of IT Service Management (ITSM) and
IT Infrastructure Library (ITIL)
• ITIL, a look at the lifecycle:
– Service Lifecycle Approach
– Service Strategy
– Service Design
– Service Transition
– Service Operation
– Continual Service Improvement
Introduction
Course Design
Coverage of the Service Lifecycle strategy
within ITIL:
• Lecture
• Case Study
• Practice Exams
• Foundation Certification Exam (Optional)
Introduction
Introductions
Please Introduce Yourself
• Where do you work?
• What is your title and key responsibilities?
• What is your IT experience?
• What is your Service Management
experience?
• What expectations do you have for this
course?
Introduction
Review of ITIL
Introduction
ITIL Review
• Conceived in the mid-1980s
– CCTA (Central Computer and
Telecommunications Agency)
– OGC (Office of Government Commerce)
• Evolution
– 30 + titles in v1
– 7 (9) titles in v2
– 5 titles in v3
• Standard for Service Management
• Best practice across many industries
Introduction
ITIL v2 Books Review
Introduction
ITIL v3 Books Review
Introduction
ITIL v3 Areas of Management
Introduction
Why ITIL for Service Management?
• Best Practices
• Non-Proprietary/Non-Prescriptive
• Guidance, not regulations
• Innovative
Introduction
Complementary Guidance
Commonly known frameworks and
standards that have synergy with ITIL:
•
•
•
•
•
•
COBIT
ISO/IEC 20000
ISO/IEC 15504
ISO/IEC 19770:2006
Management of Risk
MOF
•
•
•
•
•
•
Project management
CMMI
Six Sigma
Other ITSM publications
ITIL Live
The Official Introduction
to the ITIL Service
Lifecycle
Introduction
Qualification Scheme
Introduction
This course is EXIN accredited:
•
•
•
•
•
Independent exams in IT, based on standards and best
practices
Worldwide recognition, in over 125 countries
40 years of experience, involving experts
High quality, web-based technology
International certification for IT standards:
– ITIL®
– ASL
– ISO/IEC 20000/SQM
– MOF
•
– BiSL
– TMap®
Partner with The APM Group Limited (APMG) who won the
rights to administer ITIL accreditation, certification and
examination needs for the OGC.
Introduction
More Complementary Material
•
•
•
•
•
•
•
•
•
•
•
Pocket Guides
Standards Alignment
Knowledge and Skills
Case Studies
Scalability
Quick Wins
Qualifications
Templates
Study Aids
Specialty Topics
Software: www.manageengine.com
Lifecycle
Overview of ITIL Key Concepts
Lifecycle
Five Core Books
Lifecycle
Lifecycle: Terms of Interest
• Service Management • Process
• IT Service
Management
• Service
• Resource
• Capability
• Service Asset
• Function
• Outcome
• Service Owner
• Process Owner
• Process Manager
• Process
Practitioner
Lifecycle
Capabilities and Resources
Capabilities
Resources
Management
Financial Capital
Organization
Infrastructure
Processes
Applications
Knowledge
Information
People (experience, skills
and relationships)
People (number
of employees)
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Lifecycle
Value Creation
Business
Outcomes
Value
Preferences
Perceptions
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Lifecycle
Value Diagram
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Lifecycle
Lifecycle: Five phases
•
Strategy
–
•
Design
–
•
Moving planned business initiatives to live status
Retiring old services no longer of value to the business
Improving services to keep the business at or above required
competitive levels
Operation
–
•
Planning and architecting services that fall within the business’s
strategy
Transition
–
–
–
•
Working with the business to plan appropriately for both long- and
short- term service needs
Managing the services currently utilized by the business
Continual Service Improvement
–
Implemented as part of every process
Lifecycle
Benefits of ITIL to the IT Provider
• Service Management Best Practices
• Lifecycle Approach
– Better management of services
• Better integration among:
– Business Services
– IT Services
– IT Functions
• Focus on Value of Service
Lifecycle
Benefits of ITIL to the Customer
• Focus on Business Needs
• Services Aligned to Business Activity
• Services Designed to Meet Business
Requirements
Lifecycle
RACI and Organizational Structure
RACI Model:
• Responsible
– What needs to be done and by whom
• Accountable
– Who are the Owners of the results
• Consult
– Who has ability to assist, guide?
• Inform
– Who needs/desires to know?
Lifecycle
The Role of Automation in IT Service Management
• Service automation can play a significant role in improving the
effectiveness, efficiency and costs of IT services and in the end
provide a better value to the customer.
• Opportunities for automation of processes and services should be
identified and where possible implemented throughout the service
management lifecycle.
• Area’s that can benefit from automation include:
– Design and modeling
– Service catalogue
– Pattern recognition and analysis
– Classification, prioritization and routing
– Detection and monitoring
– Optimization
Lifecycle
Governance
• Ensures that policies and strategy
are actually implemented, and that
required processes are correctly
followed.
• Governance includes defining roles
and responsibilities, measuring and
reporting, and taking actions to
resolve any issues identified.
Lifecycle
Risk Management
Risk management is an integral part of IT
service management and involves the
following activities:
•
Identifying Risk
•
Analyzing Risk
•
Managing Risk
Lifecycle
The ITIL Service Lifecycle
Continual
Service
Improvement
Service
Transition
Service
Strategy
Service
Design
Service
Operation
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Lifecycle
Process Model
Process Control
Process Owner
Triggers
Process Policy
Process
Documentation
Process Objectives
Process Feedback
Process
Process Activities
Process
Inputs
Process
Procedures
Process Metrics
Process Roles
Process
Improvements
Process Work
Instructions
Including process
Reports and
reviews
Process Enables
Process Resources
Process
Outputs
Process
Capabilities
© Crown copyright 2007. Reproduced under license from the Cabinet Office.
The Four Ps of Design:
People, Processes, Products, Partners
Lifecycle
People
Products/
Technology
Processes
Partners/
Suppliers
© Crown copyright 2007. Reproduced under license from the Cabinet Office.
Lifecycle
ITIL Processes
Lifecycle
Review Questions
ITIL® Foundation Examination:
Lifecycle
Sample Questions
Lifecycle
1. Which of the following statements is
CORRECT for ALL processes?
a) They define functions as part of their design
b) They should deliver value for stakeholders
c) They are carried out by an external service
provider in support of a customer
d) They are units of organizations responsible for
specific outcomes
Answer: B
Lifecycle
2. Which of the following statements about
processes is/are CORRECT?
1.All processes must have an owner
2.A process takes one or more inputs and turns them into
defined outputs
a) 1 only
b) 2 only
c) Both of the above
d) Neither of the above
Answer: C
Lifecycle
3. Which of the following activities should a Service
Owner undertake?
1. Representing a specific service across the organisation
2. Updating the Configuration Management Data Base
(CMDB) after a change
3. Helping to identify service improvements
4. Representing a specific service in Change Advisory
Board (CAB) meetings
a) 2, 3 and 4 only
b) All of the above
c) 1, 2 and 3 only
d) 1, 3 and 4 only
Answer: D
Lifecycle
4. What roles are defined in the RACI model?
a) Responsible, Accountable, Consulted,
Informed
b) Responsible, Achievable, Consulted,
Informed
c) Realistic, Accountable, Consulted,
Informed
d) Responsible, Accountable, Corrected,
Informed
Answer: A
Service Strategy
Service Strategy
• ITSM Starting Point
• Explore Business
Needs, Plans
• Align IT Strategies to
Business Strategies
• Focus on Services
as “Value” to
business
• Source Appropriately
“Everything in strategy is very simple,
but that does not mean that everything is very easy.” -- Carl von Clausewitz
Carl von Clausewitz is famously known as a strategic theorist, especially in the art of war.
Service Strategy
Service Strategy
Key Concepts
Service Strategy
Strategy Terms of Interest
•
Warranty
–
–
•
Utility
–
–
•
Perform activity regardless of environment conditions,
i.e. Backup scheduled
Closed-Loop System
–
•
Functionality of a service
It does what it was designed to do
Open-Loop System
–
•
Usability of a service
Is it user-friendly?
Monitor environment and respond to changes, i.e. load balancing
Trigger
–
Event that launches a process, i.e. a call to the Service Desk begins
Incident Management activities
Service Strategy
Utility and Warranty = Value
UTILITY
Performance supported?
OR
T/F
Constraints removed?
Fit for
purpose?
AND
Available enough?
AND
Continuous enough?
Secure enough?
T/F
Fit for use?
Capacity enough?
T/F
Value Created
T: True
F: False
WARRANTY
© Crown copyright 2007. Reproduced under license from the Cabinet Office.
Service Strategy
Service Provider Types
• Type I – Internal Service Provider
• Type II – Shared Services (internal)
• Type III – External Service Provider
Service Strategy
Service Strategy
Processes
Service Strategy
Financial Management for IT Services
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Strategy
Service Justification: Business Case
Business Case Structure
A. Introduction
Presents the business objectives addressed by the service
B. Methods and Assumptions
Defines the boundaries of the business case, such as time period, whose costs and whose benefits
C. Business Impacts
The financial and non-financial business case results
D. Risks and Contingencies
The probability that alternative results will emerge
E. Recommendations
Specific actions recommended
© Crown copyright 2007. Reproduced under license from the Cabinet Office.
Service Strategy
Service Portfolio Management
• The Provider’s collection of services available
to the customer
– Services defined in terms of business value
– Repository detailing information about the
services throughout the lifecycle
– Means for comparing service competitiveness
 Why should a customer buy from this
provider?
 What is a fair rate for the service?
 What are the strengths, weaknesses,
priorities, risks?
Service Strategy
Service Portfolio Management Methods
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Strategy
Service Portfolio
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Strategy
Demand Management
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Strategy
Business Relationship Management
• Business Relationship Management (BRM) is the process that
enables business relationship managers to provide links between
the service provider and customers at the strategic and tactical
levels.
• The purpose of BRM is establish and maintain a business
relationship between the service provider and the customer based
on understanding the customer and their business needs and 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.
Business Relationship Management vs.
Service Level Management
Purpose
Service Strategy
Business Relationship
Management
Service Level Management
To establish and maintain a business relationship
between the service provider and the customer
based on understanding the customer and their
business needs.
To negotiate service level agreements
(warranty terms) with the customers and
ensure that all service management processes,
operational level agreements and underpinning
contracts are appropriate for the agreed
service level targets.
To identify customer needs (utility and warranty)
and ensure that the service provider is able to
meet these needs.
Focus
Strategic and tactical – the focus is on the overall
relationship between the service provider and
their customer, and which services the service
provider will deliver to meet customer needs.
Tactical and operational – the focus is on
reaching agreement on the level of service that
will be delivered for new and existing services,
and whether the service provider was able to
meet those agreements.
Primary
Measure
Customer satisfaction, also an improvement in the Achieving agreed levels of service (which leads
customer’s intention to better use and pay for the to customer satisfaction).
service. Another metric is whether customers are
willing to recommend the service to other
(potential) customers.
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Strategy
Review Questions
ITIL® Foundation Examination:
Service Strategy
Sample Questions
Service Strategy
1. Where would you find the answer to a
question about how IT resources and
capabilities should be allocated across the
service lifecycle?
a) Definitive media library
b) Service portfolio
c) Schedule of change
d) Performance review
Answer: B
Service Strategy
2. In which phase of the service lifecycle is it
decided what services should be offered and
to whom they will be offered?
a) Continual service improvement
b) Service operation
c) Service design
d) Service strategy
Answer: D
Service Strategy
3. "Warranty of a service" means?
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
Service Strategy
4. Which statement about value creation through
services is CORRECT?
a) The customer's perception of the service is an
important factor in value creation
b) The value of a service can only ever be
measured in financial terms
c) Delivering service provider outcomes is
important in the value of a service
d) Service provider preferences drive the value
perception of a service
Answer: A
Service Design
Service Design
• Design of Services to
meet Business Needs
• Design of Processes
to maximize Service
Management
• Manage Risk
• Design of
Measurements and
Metrics to assist in
Service Management
and Improvement
Service Design
Service Design
Key Concepts
Service Design
Service Design Terms of Interest
• Service Provider
• Customer vs. User/Consumer vs. Stakeholder
• Service Level Agreement
• Operational Level Agreement
• Underpinning Contract
• Service Design Package
• Availability
• Supplier
• Vital Business Function (VBF)
Service Design
Business Change Process
Business
Process
Change
Business
Requirements
and Feasibility
Business
Process
Development
Business
Process
Implementation
IT Service
Requirement
Business
Benefits
Realization
IT Service
IT Service Lifecycle
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Design
Design Management
Strategy
Governance
Functionality
Business functionality
Management requirements
Legislative requirements
Regulatory requirements
etc…
© Crown copyright 2007. Reproduced under license from the Cabinet Office.
Service Design
Five Aspects of Service Design
• Design of Service Solutions
• Design of Service Management Systems
and Tools
– Especially the Service Portfolio
• Design of Technology Architectures and
Management Systems
• Design of Processes
• Design of Measurement Methods and
Metrics of the Service
Service Design
Design of Service Solutions
• Focus on Business Needs
• Designed to meet Functional
Requirements
• Development of Resources and
Capabilities
Service Design
Design of Service Portfolio
Service Knowledge Management System
Service Portfolio
Service Status
Requirements
Definition
Service Lifecycle
Analysis
Service
Pipeline
Approved
Chartered
Design
Development
Build
Test
Release
Service
Catalogue
Operational/Live
Retiring
Customer/support
team viewable
section of the
service portfolio
(the service
catalogue, with
selected fields
viewable)
Retired
Retired Services
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Design of Technology Architectures and
Management Systems
Service Design
Enterprise Architecture
Business/Organization Architecture
Enterprise Architecture
Service
Architecture
Data/Information
Architecture
Application Architecture
Environmental Architecture
IT Infrastructure
Architecture
Management
Architecture
Product
Architecture
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Design
Design of Processes
Process Control
Process Policy
Triggers
Process Owner
Process Objectives
Process
Documentation
Process Feedback
Process
Process Metrics
Process
Inputs
Process Activities
Process Roles
Process
Procedures
Process
Improvements
Process Work Instructions
Process
Outputs
Including Process
Reports and Reviews
Process Enables
Process Resources
Process
Capabilities
© Crown copyright 2007. Reproduced under license from the Cabinet Office.
Service Design
Design of Measurement Methods and
Metrics of the Service
Customer
perspective
Business
perspective
Innovative
perspective
Financial
perspective
Customer
perspective
Business
perspective
Innovative
perspective
Financial
perspective
(Customer
satisfaction)
(Process
performance)
(Response and
innovation)
(Financial
performance)
Business
objectives
and metrics
IT objectives
and metrics
Overall service
and customer metrics
Service
quality
Individual
process metrics
Customer
feedback
Customer
complaints
Service
functionality
Process 3
Process 2
Process 1
Progress
Service D
Service C
Service B
Service A
Service
quality
Service
Service
Service
Customer
feedback
Customer
Customer
Customer
Customer
Customer
Customer
Customer
complaints
Compliance
Effectiveness
Efficiency
Service
Service
Service
Service
functionality
Individual component metrics
Component 3
Component 2
Individual service
and customer metrics
Component 1
Availability
Performance
Capacity
Failures
Changes
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Design
The Four Ps
People
Products/
Technology
Processes
Partners/
Suppliers
© Crown copyright 2007. Reproduced under license from the Cabinet Office.
Service Design
Design Constraints
Desired
service
solution
‘Design is the art of gradually applying constraints
until only one solution remains.’
Level of warranty
Compliance with
standards and
regulations
Resource constraints
including schedules
Copyrights,
patents
and trademarks
Values
and
ethics
Existing
commitments
Acceptable
service
solution
Other constraints:
policy, governance etc.
Capability
constraints
Technology constraints
Comparative unit costs
Utility to be provided
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Design
Service Design
Processes
Service Design
Design Coordination Process
Objectives:
• Ensure the consistent design of the “Five Aspects of Service Design”
• Coordinate all design activities
• Plan and coordinate the resources and capabilities required to design new
or changed services
• Produce Service Design Packages (SDP)
• Ensure SDPs are produced and handed over to transition
• Manage the quality criteria, requirements and handover points between
Service Design, Service Strategy and Service Transition
• Ensure alignment with strategic, architectural, governance and other
corporate requirements
• Improve the effectiveness and efficiency of Service Design
• Insure adoption of common framework of standard, reusable design
practices
• Monitor and improve the performance of the design stage
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Design
Design Coordination Activities
For the overall service
design lifecycle stage
For each design
Define and maintain
policies and methods
Plan individual designs
Plan design resources
and capabilities
Coordinate individual
designs
Coordinate design
activities
Monitor individual
designs
Manage design
risks and issues
Improve service design
Review designs and
ensure handover of
service design package
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Design
Service Catalog Management
• Dependent on Service Portfolio
• Details of all live and approved-for-live
services
• Two versions
– Business Service Catalog
– Technical Service Catalog
Service Design
Service Portfolio and Catalog
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Design
Two-View Service Catalog
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Design
Three-View Service Catalog
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Design
Service Level Management
• Design SLA framework
• Gather, document SLRs
• Monitor performance against SLAs
• Produce appropriate reports
• Conduct Service Reviews (could lead to SIP)
• Manage contacts and relationships
“Agree, Monitor, Report, Review”
Service Design
Scope of Service Level Management
• Service Level Agreements
• Service Level Requirements
• Availability Targets
• Operational Level Agreements
• Contracts
• Reporting and Reviewing
• Service Improvement
Service Design
SLA Structures
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Design
Service Level Manager Role
• Negotiates
• Ensures Targets
• Reviews
• Manages Relationships
• Guides Improvement
Service Design
Service Level Manager Interfaces
• Business Relationship Management
• Service Catalog Management
• Incident Management
• Supplier Management
• Availability, Capacity, IT Service Continuity and
Information Security Management
• Financial Management for IT Services
• Design Coordination
Service Design
Availability Management
Objectives:
• Produce Availability Plan
• Provide Guidance on Availability Issues
• Ensure Availability Targets
• Assist on Availability Incidents and
Problems
• Assess Change Plans
• Proactive Improvements of Availability
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Design
Availability Management Responsibilities
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Design
Availability Management Key Components
• Service Availability
• Component Availability
• Reliability
• Maintainability
• Serviceability
Service Design
Availability Activities and Methods
• Identify Vital Business
Functions
• Component Failure Impact
Analysis
• Modeling
• Single Point of Failure
Analysis
• Fault Tree Analysis
• Management of Risk
(M_o_R)
• Testing and Maintenance
• Produce Projected Service
Outage Document
• Plan and Design for
new/changed services
– Redundancy
– High Availability
• Monitor, Measure, Analyze,
Report, Review on
Component Availability
• Unavailability Analysis
• Expanded Incident Lifecycle
– MTRS and MTBF
• Service Failure Analysis (SFA)
Service Design
Capacity Management
• Business Capacity Management
• Service Capacity Management
• Component Capacity Management
(replaces Resource Capacity Management)
• Capacity Plan
Service Design
Capacity Management Objectives
• Capacity Plan
• Guidance and Assistance on Capacity-related
Issues
• Ensure Capacity Targets
• Ensure Proactive Improvements
• Assist with incidents and problems related to
performance and capacity
• Assess the impact of change on the capacity plan
and all services and resources
Service Design
IT Service Continuity Management Objectives
•
•
•
•
•
IT Service Continuity Plans
Business Impact Analysis (BIA)
Management of Risk (M_o_R)
Guidance on Continuity and Recovery
Ensure Continuity and Recovery Measures in
Place
• Assess Impact of Change on Continuity Plans
• Ensure Proactive Measures
• Negotiate with Suppliers for Continuity Needs
Service Design
ITSCM Lifecycle
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Design
Information Security Management
• IT Information Security Policy (ISP)
• Ensure Security Requirements
• Document and Implement Security Controls
• Manage Supplier Access to Systems
• Manage Security Breaches and Securityrelated Incidents
• Proactive Improvements of Security
• Integrate Security Aspects within other ITSM
processes
Service Design
Information Security Key Components
• Information Security Policy:
– Passwords (Access Management)
– Email
– Virus Control
– Encryption
– Remote Access
• Information Security Management System
Service Design
Supplier Management Objectives
• Supplier Policy
• Obtain Value from Suppliers
• Ensure Supplier Contracts are Businessaligned
• Manage Supplier Relationships and
Performance
• Negotiate Supplier Contracts and Manage them
through their lifecycle
• Supplier and Contract Management Information
System (SCMIS)
Service Design
Supplier Management Components
© Crown copyright 2007. Reproduced under license from the Cabinet Office.
Service Design
Supplier Categorization
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Design
The Supplier Management Process
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Design
Review Questions
ITIL® Foundation Examination:
Service Design
Sample Questions
Service Design
1. Input from which processes could be
considered by service level management
when negotiating service level agreements
(SLA)?
a) All other ITIL processes
b) Capacity and availability management only
c) Incident and problem management only
d) Change management, and release and
deployment management only
Answer: A
Service Design
2. Which process would assist with the
identification and resolution of any
incidents and problems associated with
service or component performance?
a) Capacity management
b) Supplier management
c) Technology management
d) Change management
Answer: A
Service Design
3. Which two processes will negotiate and
agree the necessary contracts for the
provision of recovery capability to support
all continuity plans?
a) Service level management and capacity
management
b) Supplier management and service level
management
c) IT service continuity management and
service level management
d) IT service continuity management and
supplier management
Answer: D
Service Design
4.
a)
b)
c)
d)
Which of the following are valid elements of a
service design package (SDP)?
1.
Agreed and documented business requirements
2.
A service definition for transition and operation of
the service
3.
Requirements for new or changed processes
4.
Metrics to measure the service
1 only
2 and 3 only
1, 2 and 4 only
All of the above
Answer: D
Service Transition
Service Transition
• Enable Effective
Business Change
• Manage Change
and Risk
• Guide New IT
Services into
Operation
– Ensure Service
Quality
– Minimize adverse
impact of Change
Service Transition
Service Transition
Key Concepts
Service Transition
Service Transition: Terms of Interest
• Service Knowledge Management System
• Configuration Item
• Configuration Management System
• Definitive Media Library
• Change
– Normal, Standard, Emergency
• Seven Rs of Change Management
• Release Unit
• Release Policy
Service Transition
Service Transition
Processes
Service Transition
Change Management
Focus on changes to assets and CIs across the
whole lifecycle
Change Activities:
– Planning and Controlling Changes
– Change and Release Scheduling
– Communications
– Change Decisions and Authorizations
– Ensuring that remediation plans are in place
– Measurement and Control
– Management Reporting
– Continual Improvement
Service Transition
Change Scope
© Crown copyright 2007. Reproduced under license from the Cabinet Office.
Service Transition
Change Management Roles and Resources
• Request For Change (RFC)
• Change Proposals
• The Change Advisory Board (CAB)
• The Emergency Change Advisory Board
(ECAB)
• The Schedule of Changes (SC)
• The Projected Service Outage Document
(PSO)
• Post Implementation Review (PIR)
Service Transition
Normal Change
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Transition
The Seven Rs of Change
• 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?
Service Transition
Change Management Interfaces
• Interfaces with the business and partners/suppliers
– Integration with business change processes
– Programme and project management
– Organizational and stakeholder change
– Sourcing and partnering
• Interfaces with service management processes
– Service asset and configuration management
– Problem management
– IT service continuity management
– Information security management
– Capacity and demand management
– Service portfolio management
Service Transition
Service Asset and Configuration Management
• Service Asset Management focus:
– Service Assets during Service Lifecycle
• Configuration Management focus:
– Manage Logical Model of Infrastructure
– Show how Assets and Components
interrelate
Service Transition
Service Asset and Configuration Management
Key Components:
• Configuration Items
• Configuration Management System
– Configuration Management Databases
• Definitive Media Library
• Configuration Baseline
• Configuration Model
Service Transition
Configuration Model
© Crown copyright 2007. Reproduced under license from the Cabinet Office.
Service Transition
Knowledge Management
• Service Knowledge Management System
(SKMS)
• Right information to the right people at the
right time.
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Transition
Knowledge Sharing
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Transition
Release and Deployment Management
• Deliver change faster, at lower cost, with
reduced risk
• Assure the changed or new service
supports the business and its customers
• Ensure consistency in implementing
changes
• Ensure traceability
Service Transition
Release and Deployment Objectives
• Define and agree release and deployment plans
• Create and test release packages
• Ensure the integrity of the release packages and their CIs and ensure they
are stored in the DML and recorded in the CMS
• Deploy release packages from the DML
• Ensure release packages can be tracked, installed, tested, verified and/or
uninstalled or backed out
• Ensure organization and stakeholder change is managed during a release
• Ensure that the new or changed service is capable of delivering the utility
and warranty agreed
• Record and mange deviations, risks and issues and take necessary
corrective action
• Ensure there is knowledge transfer to enable the user and customer to
optimize use of the new or changed service
• Ensure there is skill and knowledge transfer to the operations function so
they can effectively and efficiently deliver, support and maintain the service
as agreed
Service Transition
Phases of Release and Deployment Management
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Transition
Transition Planning and Support
• Determine capacity and resources
• Support transition teams
• Ensure integrity of assets
Service Transition
Service Validation and Testing
• Service Validation
– Is the change fit for purpose (Utility)?
– Is the change of good quality (Warranty)?
• Testing
– Is the change going to achieve its
intended results (Utility)?
– Is the change going to work without
adverse affects (Warranty)?
Service Transition
Change Evaluation
• Determines a means of answering these
two questions:
– What was the expected result?
– Did the change succeed?
Service Transition
Review Questions
ITIL® Foundation Examination:
Service Transition
Sample Questions
Service Transition
1. Which activities does service asset and
configuration management ensure are
performed on configuration items (CIs)?
1. CIs are identified
2. Baselines of configuration are kept
3. Changes to CIs are controlled
a)
b)
c)
d)
All of the above
1 and 2 only
1 and 3 only
2 and 3 only
Answer: A
Service Transition
2. What types of changes are NOT usually
included within the scope of change
management?
a) Changes to a mainframe computer
b) Changes to business strategy
c) Changes to a service level agreement
(SLA)
d) The retirement of a service
Answer: B
Service Transition
3. Which of the following does service
transition provide guidance on?
1. Introducing new services
2. Decommissioning services
3. Transfer of services between service
providers
a) 1 and 2 only
b) 2 only
c) All of the above
d) 1 and 3 only
Answer: C
Service Transition
4. Which of the following are the purposes or
objectives of the release and deployment
management process?
1. To define and agree release and deployment
plans
2. To ensure release packages can be tracked
3. To authorize changes to support the process
a) 1 and 2 only
b) All of the above
c) 2 and 3 only
d) 1 and 3 only
Answer: A
Service Operation
Service Operation
• Manage Day to
Day IT Activities
– Operations
• Provide Value to
Customer
– Communication
– Support
Service Operation
Service Operation
Key Concepts
Service Operation
Service Operation: Terms of Interest
• Incident
• Alert
• Event
• Service Request
• Problem
• Known Error
• Known Error Database (KEDB)
• Workaround
• Impact, Urgency, Priority
Service Operation
The Role of Communication in Operations
• Good communication is needed with other IT teams and departments, with
users and internal customers, and between the service operation teams
and departments themselves.
• The types of communication that take place include:
– Routine operational communication
– Communication between shifts
– Performance reporting
– Communication in projects
– Communication related to changes
– Communication related to exceptions
– Communication related to emergencies
– Training on new or customized processes and service designs
– Communication of strategy, design and transition to service operation
teams
Service Operation
Service Operation
Processes
Service Operation
Incident Management
• Restore Service as Soon as Possible
• Standard Incident Model
– Assist in speedy Incident Management
• Major Incident Management
– Problem Management may be asked to
assist
Service Operation
Incident Management Workflow
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Operation
Incident Management Workflow (continued)
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Operation
Incident Management Workflow (continued)
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Operation
Incident Management Interfaces
• Service Level Management
• Information Security Management
• Capacity Management
• Availability Management
• Service Asset and Configuration Management
• Change Management
• Problem Management
• Access Management
Service Operation
Problem Management
• Eliminate Problems and Incidents in the IT
Infrastructure
– Minimize impact of incidents that cannot
be prevented
• Problem Models
– Used to enable quick elimination for
similar problems
• Major Problem Review
Service Operation
Proactive and Reactive Problem Management
• Problem management has both proactive and reactive
activities:
– Reactive activities are concerned with solving
problems in response to one or more incidents
– Proactive activities are concerned with identifying and
solving problems and known errors before further
incidents related to them can occur again. Examples
include conducting periodic reviews of incident date,
event data, operations logs etc. to identify trends
possible root cause
Service Operation
Problem Management Workflow
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Operation
Problem Management Workflow (continued)
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Operation
Problem Management Workflow (continued)
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Operation
Problem Management Interfaces
• Financial Management for IT Services
• Availability Management
• Capacity Management
• IT Service Continuity Management
• Service Level Management
• Change Management
• Service Asset and Configuration Management
• Release and Deployment Management
• Knowledge Management
• The Seven-Step Improvement Process
Service Operation
Event Management
• Scope focused on specific events vs. general
monitoring
– Early Detection – Preventative
• Basis for key automated operations
– Detect
– Make sense of
– Act on
• Classifications based on significance:
– Informational
– Warnings
– Exceptions
Service Operation
Request Fulfillment
• Handles non-incident requests:
– Service Requests
– RFCs (Standard Changes)
• Request Models
• Self-Help Opportunities
Service Operation
Access Management
• Access Rights
– Verification of legitimacy of requests
– Monitoring Identity Status
– Logging and Tracking Access
– Granting/Removing/Restricting
 Privileges predetermined (Availability and
Security)
• Physical Access control not within scope
– Facilities
Service Operation
Service Operation Functions
Service Operation
Service Desk
• Single Point of Contact for User Community
• Manages Incidents and Service Requests
– First level of support
– Escalates as agreed
– Keeps users informed
– Closes
• Conducts Satisfaction Surveys
• Communicates with Users
• Updates CMS
Service Operation
Service Desk Organizational Structures
• Local Service Desk
• Centralized Service Desk
• Virtual Service Desk
– May be structured as “Follow the Sun”
Service Desk
Service Operation
Local Service Desk
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Operation
Centralized Service Desk
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Operation
Virtual Service Desk
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Operation
Service Desk Metrics
•
•
•
•
First line resolution rate
Average time to resolve an incident
Average time to escalate an incident
Average cost of handling an incident
– Specific to Service Desk
• Percentage of user updates as agreed by SLA
• Average time to review and close a resolved
call
• Average number of calls per day and per week
Service Operation
Technical Management
• Custodian of Technical Knowledge and
Expertise
• Provides the Resources to Support the
ITSM Lifecycle
Service Operation
Application Management
• Assists in application sizing and workload
forecasts
• Assists in identifying ongoing operational costs
of applications
• Assists in determining support skills required
• Assists in determining costs of customization
• Assists in determining to build or buy
• Assists in data access requirements
Application Management vs. Application
Development
Service Operation
Application Development
Application Management
Nature of Activities
One-time set of activities to design and construct application
solutions
Ongoing set of activities to oversee and manage applications
throughout their entire lifecycle
Scope of Activities
Performed mostly for applications developed in house
Performed for all applications, whether purchased from third parties
or developed in house
Primary Focus
Utility focus
Both utility and warranty focus
Building functionality for their customer
What the functionality is as well as how to deliver it
What the application does is more important than how it is
operated
Manageability aspects of the application, i.e. how to ensure stability
and performance of the application
Most development work is done in projects where the focus is
on delivering specific units of work to specification, on time
and within budget
Most work is done as part of repeatable, ongoing processes. A
relatively small number of people work in projects
Management Mode
This means that it is often difficult for developers to
understand and build for ongoing operations, especially
because they are not available for support of the application
once they have moved on to the next project
This means that it is very difficult for operational staff to get involved
in development projects, as that takes them away from their ongoing
operational responsibilities
Measurement
Staff are typically rewarded for creativity and for completing
one project so that they can move on to the next project
Staff are typically rewarded for consistency and for preventing
unexpected events and unauthorized functionality
(e.g.
‘bells and whistles’ added by developers)
Cost
Development projects are relatively easy to quantify because
the resources are known and it is easy to link their expenses
to a specific application or IT service
Ongoing management costs are often mixed in with the costs of
other IT services because resources are often shared across
multiple IT service and applications
Lifecycles
Development staff focus on software development lifecycles,
Staff involved in ongoing management typically only control one or
which highlight the dependencies for successful operation, but two stages of these lifecycles operation and improvement.
do not assign accountability for these
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Operation
IT Operations Management
• Operations Control
– Console Management
– Job Scheduling
– Back-up and Restore
– Print and Output Management
– Maintenance Activities
• Facilities Management
– IT Environment
 i.e. Data Center
Service Operation
Functional Overlap
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Service Operation
Review Questions
ITIL® Foundation Examination:
Service Operation
Sample Questions
Service Operation
1. Which of the following activities is carried out
by facilities management?
a) The management of IT services that are
viewed as "utilities", such as printers or
network access
b) Advice and guidance to IT operations on
methodology and tools for managing IT
services
c) The management of the physical IT
environment such as a data centre
d) The procurement and maintenance of tools
that are used by IT operations staff to
maintain the infrastructure
Answer: C
Service Operation
2. Which of the following is the BEST example of a
workaround?
a) A technician installs a script to temporarily divert
prints to an alternative printer until a permanent
fix is applied
b) A technician tries several approaches to solve an
incident. One of them works, although the
technician does not know why
c) After reporting the incident to the service desk,
the user works on alternative tasks while the
problem is identified and resolved
d) A device works intermittently, allowing the user to
continue working at degraded levels of
performance while the technician diagnoses the
incident
Answer: A
Service Operation
3. Which of the following should be treated as an
incident?
1.A user is unable to access a service during service
hours
2.An authorized IT staff member is unable to access
a service during service hours
3.A network segment fails and the user is not aware
of any disruption to service
4.A user contacts the service desk about slow
performance of an application
a)
b)
c)
d)
All of the above
1 and 4 only
2 and 3 only
None of the above
Answer: A
Service Operation
4. Which of the following areas would technology
help to support?
1. Self help
2. Reporting
3. Release and deployment
4. Process design
a) 1, 2 and 3 only
b) 1, 3 and 4 only
c) 2, 3 and 4 only
d) All of the above
Answer: D
Continual Service Improvement
Continual Service Improvement
• Continual
Re-alignment of IT
to Meet Business
Requirements
• Improve Services
• Assist/Guide
growth and
maturity of Service
Management
Processes
– Measure,
Analyze, Review
Continual Service Improvement
Continual Service
Improvement (CSI)
Key Concepts
Continual Service Improvement
Continual Service Improvement Key Terms
• Baseline
• CSI Model
• Metrics
– Technology
– Process
– Service
• CSI Register
– Used to record, categorize and prioritize all the improvement
opportunities. The CSI Register should be stored as part of
the SKMS.
Continual Service Improvement
Constant Improvement: Deming
© Crown copyright 2007. Reproduced under license from the Cabinet Office.
Continual Service Improvement
Seven-Step Improvement Process
© Crown copyright 2011. Reproduced under license from the Cabinet Office.
Continual Service Improvement
CSI Model
© Crown copyright 2007. Reproduced under license from the Cabinet Office.
Continual Service Improvement
Role of Measurements
© Crown copyright 2007. Reproduced under license from the Cabinet Office.
Continual Service Improvement
Focus on the Business Needs
© Crown copyright 2007. Reproduced under license from the Cabinet Office.
Methods and Techniques of Continual
Service Improvement
•
•
•
•
Continual Service Improvement
Assessments
Gap Analysis
Balanced Scorecard
SWOT
– Strengths Weaknesses Opportunities Threats
• Deming Cycle of Improvement
– Plan
– Do
– Check
– Act
Continual Service Improvement
Review Questions
ITIL® Foundation Examination:
Continual Service Improvement
Sample Questions
Continual Service Improvement
1. Which is the first activity of the continual
service improvement (CSI)
model/approach?
a) Understand the business vision and
objectives
b) Carry out a baseline assessment to
understand the current situation
c) Agree on priorities for improvement
d) Create and verify a plan
Answer: A
Continual Service Improvement
2. What are the four stages of the Deming
Cycle?
a) Plan, Measure, Monitor, Report
b) Plan, Check, React, Implement
c) Plan, Do, Act, Audit
d) Plan, Do, Check, Act
Answer: D
Continual Service Improvement
3. Which of the following does continual service
improvement (CSI) provide guidance on?
1.How to improve process efficiency and
effectiveness
2.How to improve services
3.Improvement of all phases of the service
lifecycle
a)
b)
c)
d)
1 and 2 only
1 and 3 only
2 and 3 only
All of the above
Answer: D
Continual Service Improvement
4. Which of the following is NOT a type of
metric described in continual service
improvement (CSI)?
a) Process metrics
b) Service metrics
c) Personnel metrics
d) Technology metrics
Answer: C
Questions and Wrap-up
Notes
RACI Example from Graphic Simple Map SKMS Details Overlay