itil 2011 course intro

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ITIL Overview Version 1 2012 SMME. All rights reserved.ITIL is a registered trade mark of the Cabinet Ofce.

OverviewITIL

TRAINING ORGANIZATION


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Thank You for Choosing Us

Your Certication Options Include

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Before We BeginTent Cards

Course Timing

Lunch & Breaks

Facilities

Rules for Mobile Phones

Group Participation is Encouraged

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Introduce YourselfName

Organization

Role

Reason for Taking the Course

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Course ObjectivesProvide you with awareness & comprehension of the ITIL theory.

Answer questions about how ITIL can be applied within the context of your organization.

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AgendaIntroduction to ITIL

ITIL Qualication Scheme

Service Management as a Practice

Service Lifecycle

Technology & Architecture

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Introduction to ITIL


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About ITILITIL provides a framework of best practice guidance for IT service management (ITSM).

It is the most widely accepted approach to ITSM in the world.

ITIL is benecial to all IT organizations irrespective of their size or technology in use.

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Parties InvolvedThe Cabinet Ofce

The Stationery Ofce (TSO)

The APM Group Ltd (APMG)

Examination Institute for Information Science (EXIN)

IT Service Management Forum (itSMF)

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BackgroundITIL V1 was published between 1989 & 1995.

It consisted of a library of 31 associated books.Its early use was conned to the UK & Netherlands.

ITIL V2 was published between 2000 & 2004.The library was reduced to 7 more consistent books consolidated within an overall framework.The most widely read titles were Service Support & Delivery.This version became universally accepted & is now used in many countries by thousands of organizations.

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Background (Continued)ITIL V3 was published in 2007.

A signicant portion of the ITIL V2 content has been rened & included in V3 with many new additions.This version consists of 5 core books covering the service lifecycle.In addition to the 5 core books, practitioners can seek endorsement of their complementary publications by the Cabinet Ofce & receive the ITIL trademark.

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Background (Continued)ITIL V3 was updated in 2011.

Some content was reorganized to improve ow/readability & ensure alignment across the suite.The project mandate was to correct errors, remove inconsistencies & improve clarity & structure.It incorporates suggestions for change made by the ITIL training community.The updated guidance also reects the authoring teams responses to reviewer feedback received during public quality assurance reviews.

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Set objectives & expectations of

performance towards serving customers &

market spaces. Identify, select &

prioritize opportunities.

Service Strategy

Gather service needs & map them to

requirements. Create the design

specications for the service assets needed

to provide services.

Service Design

Develop & improve capabilities for

transitioning new & changed services into

operations.

Service Transition

Achieve effectiveness & efciency in the

delivery & support of services. Ensure value

for the customer & service provider by ultimately realizing strategic objectives.

Service Operation

Evaluate & improve the quality of services,

the maturity of theIT service

management (ITSM) lifecycle & its

underlying processes.

Continual Service

Improvement

ITIL Core Books

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Introduction to theITIL Service Lifecycle

OfcialBooks

ITIL Foundation Handbook

Pocket Guides

TOGAF 9 and ITIL V3 Two Frameworks

Integrating SixSigma and ITIL forContinual Service

Improvement

WhitePapers &

Case Studies

ITIL FoundationCourse Syllabus

ITIL Operational Support & Analysis

(OSA) Course Syllabus

ITIL Release,Control & Validation

(RCV) Course Syllabus

CourseSyllabi

Passing Your ITIL Foundation Exam

OfcialStudyGuides

ITIL Complementary Publications

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And Many More to Come...

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Introduction to ITIL

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BackgroundThe ITIL core material was never released as a single entity until V3.

This was the rst opportunity to revise the ITIL qualication scheme from top-to-bottom.The V3 scheme offers quick-wins with shorter courses & exams.

A growing level of IT professionalism is desired.The ITIL Expert level certication is intended to convey status equivalent to a Professional Engineers (PE) license or Certied Public Accountant (CPA).

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QualicationScheme & Credits

Lifecycle Modules Capability Modules

ITIL Foundation

SS SD ST SO CSI OSA PPO RCV SOA

Managing Across the Lifecycle

ITIL Expert Level

ITILMaster Level

2

5

Minimum 22Credits Needed

3 3 3 3 3 4 4 4 4

Mix & Match from Either Modules

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Service Managementas a Practice


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Best Practice in thePublic Domain

Knowledge Fit for Business Objectives, Context & Purpose

Enab

lers

(Agg

regate

)

Technologies

EmployeesSuppliers

Customers

Advisors

Sources

(Generate)

Training & Education

SubstitutesRegulatorsCustomers

CompetitionCompliance

Commitments

Drivers(Filters)

Scenarios(Filters)

Industry Practices

Academic Research

Internal Experience

Standards

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The Success of ITILVendor-neutral

Non-prescriptive

Best Practice

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Reasons for ITIL AdoptionDeliver value for customers through services.Integrate the IT strategy with the business strategy.Measure, monitor & optimize IT service provider performance.Manage the IT investment.Manage risk.Manage knowledge.

Adopt a common approach across the enterprise.Manage IT capabilities & resources to deliver effectively & efciently.Change the organizational culture to support success.Improve the relationship with customers & users.Optimize & reduce costs.

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Functions & Roles24

Service Desk

Technical Management

Application Management

IT Operations Management

Change Manager

NetworkAdministrator

Capacity Management

Process Owner

Internet Service Owner

Problem Analyst

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Process Model25

Resources Capabilities

Work Instructions

Activities

Improvements

Roles

Procedures

Metrics

Documentation

Owner Objectives

Feedback

Policy

Control

Process

Enablers

OutputsInputs

Includes ProcessReports &

Reviews

Triggers


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Process RolesProcess Owner

Process Manager

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Services27

Resources

Capabilities

Service Levels

Delivered

Challenges to Overcome

Value of Business Entrusted

Customers & Markets

Served

Demonstrated Value as a

Service Provider


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IT Service ManagementThe implementation & management of quality IT services that meet the needs of the business.

ITSM is performed by IT service providers through an appropriate mix of people, processes & information technology.

Managing IT from the business perspective enables a high level of organizational performance & value creation.

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Stakeholders inService Management

Users

Customers

Service Provider

Suppliers

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RACI Matrix30Sponsor Service Owner Program Manager Process Manager

Identify Missing or Incomplete Policies

Establish & Enforce Policies

Complete Policies

Document Policies

Approve Policies

Communicate Policies

Conform Policies to Standards &Best Practices

Escalate Non-standard Policies

R A R

A/I R R

R A R

R R A

A/R C I I

A/R I I

R R A

R R R A/C


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TrainingHelps providers build & maintain their service management capability.

Needs must be matched to the requirements for competence & professional development.

The ofcial ITIL courses help students to gain knowledge of IT best practices, develop their skills & gain a recognized qualication.

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Service Managementas a Practice

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Service Lifecycle

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ServiceTransition

ServiceOperation

ServiceDesign

ServiceStrategy

CSI

Complementary Publications

Web Support Services

OtherFrameworks

InternationalStandards

CertiedTraining

ITIL Core

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Service Strategy

Service Portfolio Management (SPM)Financial Management for IT Services

Business Relationship Management

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PurposeTo dene the perspective, position, plans & patterns that a service provider needs to be able to execute & meet an organizations business outcomes.

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ScopeIntended for use by both internal & external service providers.

Includes guidance for organizations which are required to offer IT services as a protable business.

Also applicable to those providers offering IT services to other business units at no prot.

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Economic Valueof a Service38

+

-

Reference Value Economic Value

Positives Negatives

NetDifference

Losses from Utilizing the

Service

Based on DIY Strategy or Existing

Arrangements


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Utility & Warranty39

AND

OR

AND

PerformanceSupported?

ConstraintsRemoved?

AvailableEnough?

CapacityEnough?

ContinuousEnough?

SecureEnough?

UTILITY

WARRANTY

T/F

T/F

FIT FORPURPOSE?

FIT FORUSE?

T/F

VALUE CREATED

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Service Portfolio Management (SPM)


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PurposeEnsures the provider has the right mix of services to balance IT investment with the ability to meet business outcomes.

Tracks investment in IT services throughout their lifecycle & works with other processes to ensure the desired returns are being achieved.

Ensures that services are clearly dened & linked to the achievement of business outcomes.

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ScopeAll services a service provider plans to deliver, those currently delivered & those that have been withdrawn from service.

Concerned with whether the provider is able to generate business value from its services.

Relevant to both internal & external service providers.

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The Service Portfolio43Service Portfolio

Conguration Management System (CMS)

CMDBProject

PortfolioCustomerPortfolio

ApplicationPortfolio

CustomerAgreement

PortfolioSCMIS

ServicePipeline

RetiredServices

ServiceCatalog

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Financial Managementfor IT Services


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PurposeSecure the appropriate level of funding to design, develop & deliver services that meet the strategy of the organization.

Ensure the service provider does not commit to services that they are not able to provide.

Identify the balance between cost & quality.

Maintain the balance of supply & demand between the provider & their customers.

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ScopeBudgeting

Accounting

Charging

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PurposeEstablish & maintain a business relationship between the service provider & the customer based on understanding their needs.

Identify customer needs & ensure that the provider is able to meet them even as circumstances change over time.

Assist the business in articulating service value.

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ScopeBusiness outcomes that customers want to achieve.

How services are currently offered including service quality, anticipated changes, who is responsible for the services & what service levels have been agreed.

Technology trends that could impact current services.

Levels of customer satisfaction & how the provider is represented to the customer.

How to optimize services for the future.

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Service Strategy

Service Portfolio Management (SPM)Financial Management for IT Services


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Service DesignService Catalog Management

Service Level Management (SLM)Supplier Management

Availability ManagementInformation Security Management (ISM)

Capacity ManagementIT Service Continuity Management (ITSCM)


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PurposeDesign IT services, together with the governing IT practices, processes & policies, to realize the service providers strategy.

Facilitate the introduction of these services into supported environments ensuring quality service delivery, customer satisfaction & cost-efcient service provision.

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ScopeProvides guidance on the design of appropriate & innovative IT services to meet current & future agreed business requirements.

It is driven by a number of factors, including the functional requirements, service level agreements (SLAs), business benets & overall design constraints.

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The Four Ps54

People

Processes Technology/Products

Partners/Suppliers


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Service DesignPackage (SDP)

Produced for each new IT service, major change or IT service retirement.

Passed from service design to service transition.

Details all aspects of the service & its requirements through all of the subsequent stages of its lifecycle.

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Service Catalog Management


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PurposeProvide & maintain a single source of consistent information on all operational services & those being prepared to be run operationally.

Ensure that it is widely available to those who are authorized to access it.

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ScopeProvide & maintain accurate information on all services that are being transitioned, or have been transitioned, into the live environment.

The services may be listed individually or, more typically, some or all of the services may be presented in the form of service packages.

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Two-viewService Catalog59

Service 1 Service 2 Service 3 Service 4 Service 5

BusinessProcess 1

BusinessProcess 2

BusinessProcess 3

Service A Service B Service C Service D Service E

Business/Customer Service Catalog View

Technical/Supporting Service Catalog View

Links to RelatedInformation

Service Assets/

Conguration Records

Customer-facing Services

Supporting Services

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Service LevelManagement (SLM)


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PurposeEnsure that all current & planned IT services are delivered to agreed achievable targets.

Execute a constant cycle of negotiating, agreeing, monitoring, reporting on & reviewing IT service targets & achievements.

Instigate actions to correct or improve the level of service delivered.

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ScopeSLM should:

Provide a point of regular contact & communication to the customers & business managers of an organization in relation to service levels.Represent the IT service provider to the business & the business to the IT service provider.Manage the expectation & perception of the business, customers & users to ensure that the quality of service delivered by the service provider is matched to those expectations & needs.

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Activities63BusinessProcess 4

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Service FService EService DService CService BService A

Service Reports

Service Catalog

SLAs

Supplier Management SuppliersSupport Teams

SLAsSLRs

OLAsContracts

Document Standards & Templates

Review &Revise SLAs,

Service Scope & Underpinning Agreements

Collate,Measure &

Improve CustomerSatisfaction

Develop Contacts& Relationships,

Record & ManageComplaints &Compliments

Assist with the Service Catalog &

Maintain Document Templates

Conduct Service Review & Instigate

Improvement within an

Overall SIP

Monitor Service Performance

Against SLA & Produce Service

Reports

Determine,Document & AgreeRequirements for

New ServiceSLRs & Make SLAs

BusinessProcess 1

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Business Unit A Business Unit B

Service Level Management (SLM)

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Supplier Management


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PurposeObtain value for money from suppliers.

Provide seamless quality of IT service to the business.

Ensure that all contracts & agreements with suppliers support the needs of the business.

Verify that all suppliers meet their contractual commitments.

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ScopeIncludes the management of all suppliers & contracts needed to support the provision of IT services to the business.

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Activities67

Supplier & ContractManagementInformation

System (SCMIS)

Evaluation of NewSuppliers & Contracts

Establish NewSuppliers & Contracts

Supplier & ContractManagement &

Performance

Contract Renewal orTermination

Supplier Categorization &Maintenance of the SCMIS

SupplierStrategy & Policy

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Availability Management


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PurposeEnsure that the level of availability delivered in all IT services meets the agreed needs in a cost-effective & timely manner.

Meet both the current & future availability needs of the business.

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ScopeCommences as soon as the availability requirements for an IT service are clear enough to be articulated.

It is an ongoing process, nishing only when the IT service is decommissioned or retired.

Includes both reactive & proactive activities.

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ExpandedIncident Lifecycle71

Mean Time Between System Incidents (MTBSI) or Reliability

Service Unavailable

Mean Time to Restore Service (MTRS) or Downtime

Detect Diagnose Repair Recover Restore

Service Available

Service Available

ServiceAvailable

ServiceUnavailable

Downtime

Mean Time Between Failures (MTBF) or Uptime

UptimeUptime

Incident Start

Incident Start

Incident Start

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Information Security Management (ISM)


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PurposeAlign IT security with business security.

Ensure that the condentiality, integrity & availability of the organizations assets, information, data & IT services always matches the agreed needs of the business.

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ScopeBe the focal point for all IT security issues.

Ensure that an information security policy is produced, maintained & enforced that covers the use & misuse of all IT systems & services.

Understand the total IT & business security environment.

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Activities75

Report, Review & Reduce Security Breaches & Major

Incidents

Impose & Review Risk Security Controls, Review & Implement Risk Mitigation

Monitor & Manage Security Incidents & Breaches

Communicate, Implement& Enforce Adherence to All

Security Policies

Regularly Assess, Review& Report Security

Risks & Threats

Assess & Categorize Information Assets, Risks &

Vulnerabilities

Security ManagementInformation System (SMIS) InformationSecurity Policy

Security Reports& Information

SecurityControls

Security Risks& Responses

Produce & Maintain an Information Security Policy

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Capacity Management


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PurposeEnsure that the capacity of IT services & infrastructure meets the agreed capacity- & performance-related requirements in a cost-effective & timely manner.

Meet both the current & future capacity & performance needs of the business.

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ScopeBe the focal point for all IT performance & capacity issues.

Consider all resources required to deliver the IT service & plans for short-, medium- & long-term business requirements.

Encompass all areas of technology, both hardware & software.

May also consider human resource capacity.

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Relationships79

Capacity Management Tools

Plan New CapacityComponent Capacity Management (CCM)

Service Capacity Management (SCM)

IT ServiceDesign

SLAsSLRs

Assess, Agree &Document New

Requirements & Capacity

Business Capacity Management

Capacity &Performance Reports

Forecasts

Capacity Plan

Capacity ManagementInformation System

(CMIS)

Service Portfolio

Review CurrentCapacity & Performance

Improve Current Service & Component Capacity

BusinessRequirements

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IT Service Continuity Management (ITSCM)


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PurposeSupport the overall business continuity management (BCM) process.

Ensure that, by managing the risks that could seriously affect IT services, the provider can always meet minimum agreed business continuity-related service levels.

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ScopeFocuses on those events that the business considers signicant enough to be considered a disaster.

Less signicant events will be dealt with as part of the incident management process.

What constitutes a disaster will vary from organization to organization.

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Activities83

Ongoing Operation

Implementation

Requirements & Strategy

Key Activities Policy Setting Specify Terms of Reference & Scope Initiate a Project

Business Impact Analysis (BIA) Risk Assessment IT Service Continuity Strategy

Develop IT Service Continuity Plans Organization Planning Risk Reduction & Recovery Implementation Initial Testing

Education, Awareness & Training Review Testing Change Management

Ongoing Operation

Business Continuity Management (BCM)

Business Continuity Plans (BCPs)

Business Continuity Strategy

IT Service Continuity Management (ITSCM)

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Service DesignService Catalog Management

Service Level Management (SLM)Supplier Management

Availability ManagementInformation Security Management (ISM)

Capacity ManagementIT Service Continuity Management (ITSCM)

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Service TransitionService Asset & Conguration Management (SACM)

Change ManagementRelease & Deployment Management

Knowledge Management

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PurposeEnsure that new, modied or retired services meet the expectations of the business as documented in the service strategy & design stages of the lifecycle.

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ScopeThe development & improvement of capabilities for transitioning new & changed services into supported environments.

Includes release planning, building, testing, evaluation & deployment.

Considers service retirement & transfer of services between service providers.

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Service Asset & Conguration

Management (SACM)


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PurposeEstablish that the assets required to deliver services are properly controlled.

Ensure accurate & reliable information about those assets is available when & where it is needed.

Provide details of how the assets have been congured & the relationships between them.

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ScopeIncludes management of the complete lifecycle of every conguration item (CI).

Ensures that CIs are identied, baselined & maintained & that changes are controlled.

Provides a conguration model of the services & assets by recording CI relationships.

May cover non-IT assets, work products & CIs.

Includes interfaces to internal & external providers.

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Key TermsIT Infrastructure

Conguration Items (CIs)

Attributes

Relationships

Conguration Management Database (CMDB)

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The LogicalConguration Model92

Availability UserExperience

BusinessLogic

Messaging DataServices

WebServices

NetworkTopology

Authentication

e-BankingSupport Service

Application Application Hosting Service

Technical Infrastructure

Service

Core BankingService

ServicePortfolio

Service LevelPackage

Customer

Contract

Supported By Hosted Uses

Serviced By


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CongurationManagement System (CMS)93

CMDB withConguration Records



Release Records

Change Records

Known Error Records

Problem Records

Service Request Records

Incident Records

Financial Database

Customer Database

HR Database

Data Layer

Discovery, Collection, AuditRecords in the CMS or

Other Parts of the SKMS

External Databases

Information Integration Layer

Knowledge Processing Layer

Presentation Layer

Integrated CMDB

Service Knowledge Management System (SKMS)


Schema Mapping, Metadata Management, Reconciliation,

Extract, Transform, Mining

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Change Management


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PurposeControl the lifecycle of all changes.

Enable benecial changes to be made with minimum disruption to IT services.

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ScopeThe addition, modication or removal of anything that could have an effect on IT services.

Includes changes to all architectures, processes, tools, metrics & documentation, as well as changes to IT services & other conguration items (CIs).

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Key TermsChange

Request for Change (RFC)

Change Record

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Normal Change Lifecycle98

Coordinate Change Implementation

Assess & Evaluate Change

Authorize Change

Plan Updates

Review & Close Change Record

Work Flows

Ready for Evaluation

Ready for Decision

Scheduled

Implemented

Update Information in the CM

S

Review the RFC

Requested

Record the RFCCreate RFC

Change Proposal(Optional)

Work Flows

Authorized

Authorize Change

Proposal


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Change ConsiderationNormal Changes

Change Advisory Board (CAB)

Emergency ChangesEmergency CAB (ECAB)

Standard ChangesPre-authorized

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Change AuthorityFormal authorization is obtained for each change from a change authority that may be a role, person or group of people.

The levels of authorization for a particular type of change should be judged by the type, size or risk of the change.

The culture of the organization will inuence the manner in which changes are authorized.

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Release & Deployment Management


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PurposePlan, schedule & control the building, testing & deployment of releases.

Deliver new functionality required by the business while protecting the integrity of existing services.

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ScopeIncludes the processes, systems & functions to package, build, test & deploy a release into live use.

Establish the service specied in the service design package (SDP).

Formally hand the service over to the service operation functions.

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Key TermsRelease

Deployment

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Sample Release Policy105Service Release Denition Naming/Numbering Frequency/Occurrence Release Window

E-store Web Service Type A ESWnnn_x 6 Months 01:00 to 02:00 Hours

Type B & C ESWnnn_1.x Monthly Not Holiday Weekends

Emergency ESWnnn_1.1.x As Required Not 1 Oct to 10 Jan

E-store Delivery Service

Type A ESDnnn_x 6 Months 01:00 to 02:00 Hours Service

Type B ESDnnn_1.x Quarterly Highest Level of Authorization Required

Type C ESDnnn_1.1.x Monthly

Authorization Required During Holiday Weekends

Emergency ESDnnn_1.1.1.x As Required

Weekends

Type A Something that impacts the whole system/service.

Type B A release that will impact part of the system, e.g. a single sub-system or sub-service.

Type C Correction to a single function.

Emergency A change required to restore or continue service to ensure the service level agreement (SLA) is maintained.


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Phases of Release & Deployment Management106

Change Management

Auth Auth Auth AuthAuthAuthAuth

Release & Deployment

Planning

ReleaseBuild & Test Deployment

Deployment

Transfer

Retirement

Review &Close

AuthorizeRelease Planning

AuthorizeBuild & Test

AuthorizeCheck-in to DML

AuthorizeDeployment/

Transfer/Retirement

Post ImplementationReview (PIR)

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PurposeShare perspectives, ideas, experience & information.

Ensure that these are available in the right place & at the right time to enable informed decisions.

Improve efciency by reducing the need to rediscover knowledge.

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ScopeIncludes oversight of the management of knowledge & the information & data from which that knowledge derives.

A lifecycle-wide process in that it is relevant to all stages & is referenced throughout ITIL.

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DIKW Structure110

Information

Knowledge

Wisdom

DataWho, what,

when, where?

How?

Why?

Cont

ext

Understanding


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Relationships111

Service Knowledge Management System (SKMS)


Conguration Management Database (CMDB)

Support for Service Delivery

Support for Decisions

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Service TransitionService Asset & Conguration Management (SACM)

Change ManagementRelease & Deployment Management


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Service OperationEvent ManagementRequest Fulllment

Incident ManagementProblem Management

Access Management

Service DeskTechnical Management

Application ManagementIT Operations Management


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PurposeCoordinate & carry out the activities & processes required to deliver & manage services at agreed levels to business users & customers.

Responsible for the ongoing management of the technology that is used to deliver & support services.

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ScopeIT Services

Service Management Processes

Technology

People

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Event Management


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PurposeManage events throughout their lifecycle.

Coordinate activities to detect events, make sense of them & determine the appropriate control action.

Serve as the basis for operational monitoring & control.

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ScopeEvent management can be applied to any aspect of service management that needs to be controlled & which can be automated.

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EventAny change of state that has signicance for the management of a conguration item (CI) or IT service.

Typically recognized through notications created by an IT service, CI or monitoring tool.

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Request Fulllment

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PurposeResponsible for managing the lifecycle of all service requests from users.

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ScopeUltimately, it will be up to each organization to decide & document which service requests it will handle through request fulllment.

There will always be grey areas which prevent generic guidance from being usefully prescribed.

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Service RequestA formal request from a user for something to be provided such as information, advice, a standard change or access to an IT service.

Typically includes small change requests that are low risk, frequently performed & low cost.

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Incident Management


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PurposeRestore normal service operation as quickly as possible & minimize the adverse impact on business operations.

Ensure the agreed levels of service quality are maintained.

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ScopeAny event which disrupts, or which could disrupt, a service.

This includes events which are directly communicated by users, either through the service desk or an interface to tools.

Events which are reported and/or logged by technical staff.

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Key TermsIncidents

Timescales

Major Incidents

Incident Models

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Sample Priority Coding128

Impact

High Medium Low

High 1 2 3

Medium 2 3 4

Low 3 4 5

Urge

ncy

Priority Code Description Target Resolution Time

1 Critical 1 hour

2 High 8 hours

3 Medium 24 hours

4 Low 48 hours

5 Planning Planned


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Incident Escalation129

Functional (Competency)

Hier

arch

ic (A

utho

rity)


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Activities130

Continued on Next Slide

Incident Prioritization

Incident Categorization

IncidentIdentication

IncidentLogging

Phone Call EmailWeb InterfaceEvent Management

Really anIncident?

Yes

Service Request

ChangeProposalService Portfolio

ManagementRequest

Fulllment


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Activities (Continued)131

Yes ResolutionIdentied?

Investigation & Diagnosis

EscalationNeeded?

No

Hierarchic

Initial Diagnosis

Major Incident?

No

Yes

Functional

Continued from Previous Slide

Major IncidentProcedure

Incident Closure

Resolution & Recovery

End

No

ManagementEscalation

FunctionalEscalation

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Problem Management


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PurposeManage the lifecycle of all problems from rst identication through further investigation, documentation & eventual removal.

Minimize the adverse impact of incidents & problems on the business that are caused by underlying errors within the IT Infrastructure.

Proactively prevent recurrence of incidents related to these errors.

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ScopeThe activities required to diagnose the root cause of incidents & determine their resolution.

Ensure that the resolution is implemented through the appropriate control procedures, especially change & release management.

Maintain information about problems & the appropriate workarounds & resolutions through a strong interface to knowledge management.

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Reactive & Proactive Problem Management

Reactive problem management complements incident management activities by focusing on the underlying cause of an incident that has taken place.

Proactive problem management is triggered by activities seeking to improve services such as trend analysis to nd common underlying causes of historical incidents to prevent their recurrence.

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Key TermsProblem

Problem Models

Workaround

Known Error

Known Error Database (KEDB)

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Activities137

ProblemDetection

ProblemLogging

ProblemCategorization

ProblemPrioritization

Investigation & Diagnosis

Incident Management Proactive Activities Supplier or ContractorEvent ManagementService Desk

CMS

Continued on Next Slide


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Activities (Continued)138

ProblemResolution

Change Needed?

Raise Known Error Record If Required

WorkaroundNeeded?

Major Problem?

No

Yes

No

End

Major Problem Review

Yes

Continued from Previous Slide

ImplementWorkaround

Continual Service Improvement

No

YesIncidentManagement

Raise a Request for Change (RFC)

ChangeManagement

ProblemClosure

Resolved?

Yes

No

SKMS

KEDB

Lessons Learned Review Results Improvement Actions

Communications

SMME


Access Management


SMME

PurposeTo provide the right for users to be able to use a service or group of services.

The execution of policies & actions dened in information security management.

140


SMME

ScopeCan be initiated by a service request & is usually not executed by a separate function.

Enables the organization to manage the condentiality, availability & integrity of the organizations data & intellectual property.

Ensures that users are given the right to use a service, but it does not ensure that this access is available at all agreed times.

141

SMME


Service Desk


SMME

RolesDeals with a variety of service activities, usually made via telephone calls, web interface or automatically reported infrastructure events.

Should be the single point of contact for IT users on a day-to-day basis.

Can compensate for deciencies elsewhere in the IT organization.

143


SMME

JusticationImproved customer service, perception & satisfaction.

Increased accessibility & communication.

Improved teamwork.

Faster turnaround of customer or user requests.

Reduced negative business impact.

More meaningful management information.

144


SMME

ObjectivesManage incidents & service requests.

Restore normal service to users as quickly as possible.

Do anything that is needed to allow the users to return to working satisfactorily.

145


SMME

Organizational StructuresLocal Service Desk

Centralized Service Desk

Virtual Service Desk

Follow the Sun

Specialized Service Desks

146


SMME

Local Service Desk147Local User Local User Local User

LocalService

Desk

ApplicationManagement

TechnicalManagement

IT OperationsManagement

Third-partySupport

First-line Support


SMME

Centralized Service Desk148Customer Site 1 Customer Site 2 Customer Site 3

CentralizedService

Desk

Second-line Support

ApplicationManagement

TechnicalManagement

IT OperationsManagement

Third-partySupport


SMME

Virtual Service Desk149

VirtualService

Desk

ServiceManagementDatabase(s)

New YorkService

Desk

Customer Site 1 Customer Site 2

AmsterdamService

Desk

Local User Local User

LondonService

Desk

OutsourcedService Desk

SydneyService

Desk


SMME

Follow the SunSome global or international organizations may wish to combine two or more of their geographically dispersed service desks to provide a 24-hour follow-the-sun service.

Calls, incidents, problems & service requests are passed between groups in different time zones.

This can give coverage at relatively low cost as no desk has to work more than a single shift.

150


SMME

Specialized Service DesksIncidents relating to a particular IT service can be routed directly to the specialist group.

This allows faster resolution of these incidents through greater familiarity & specialist training.

Specialist groups should only be considered for a very small number of key services.

Call rates for a service should justify a separate specialist group.

151

SMME


Technical Management


SMME

RolesCustodian of technical knowledge & expertise related to managing the IT infrastructure.

Ensures the knowledge required to design, test, manage & improve services is identied, developed & rened.

Provides actual resources to support the lifecycle.

Ensures resources are trained & deployed to design, build, transition, operate & improve the technology.

153


SMME

ObjectivesHelp plan, implement & maintain a stable technical infrastructure.

Well designed & highly resilient, cost-effective technical topology.

The use of adequate technical skills to maintain the technical infrastructure in optimum condition.

Swift use of technical skills to speedily diagnose & resolve any technical failures that do occur.

154

SMME


Application Management


SMME

RolesCustodian of technical knowledge & expertise related to managing applications.

Ensures the knowledge required to design, test, manage & improve IT services is identied, developed & rened.

It provides actual resources to support the lifecycle.

Ensures resources are trained & deployed to design, build, transition, operate & improve applications.

156


SMME

ObjectivesApplications that are well designed, resilient & cost-effective.

Ensure that the required functionality is available to achieve the required business outcome.

Organize adequate technical skills to maintain operational applications in optimum condition.

Swift use of technical skills to speedily diagnose & resolve any application failures that do occur.

157


SMME

Application Development & Management Teams

These two are being brought together with pressure from the business to be more responsive.

This means that application development should move towards accountability for the successful operation of applications they design.

Application management should move towards greater involvement in the development of applications.

158

SMME


IT Operations Management


SMME

RolesExecute the ongoing activities & procedures required to manage & maintain the IT infrastructure so as to deliver & support IT services at the agreed levels.

These activities include IT operations control & facilities management.

160


SMME

ObjectivesMaintenance of the status quo to achieve stability of the organizations day-to-day processes & activities.

Regular scrutiny & improvements to achieve improved service at reduced costs, while maintaining stability.

Swift application of operational skills to diagnose & resolve any IT operations failures that occur.

161

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Service OperationEvent ManagementRequest Fulllment

Incident ManagementProblem Management

Access Management

Service DeskTechnical Management

Application ManagementIT Operations Management

SMME


Continual Service Improvement (CSI)

7-Step Improvement


SMME

PurposeAlign IT services with changing business needs by identifying & implementing improvements to IT services that support business processes.

Seek ways to improve service & process effectiveness & efciency.

164


SMME

ScopeThe overall health of IT service management (ITSM) as a discipline.

The continual alignment of the service portfolio with the current & future business needs.

The maturity & capability of the organization, management, processes & people.

Continual improvement of all aspects of the IT services & the assets that support them.

165


SMME

CSI Approach166

Are we there yet?

How do we get there?

Where do we want to be?

Where are we now?

Business Vision,Mission, Goals & Objectives

Baseline Assessments

Measurable Targets

Service & Process Improvement

Measurements & Metrics

What is the vision?

How do we keep the momentum going?

SMME


7-Step Improvement

SMME


PurposeDene & manage the steps needed to identify, dene, gather, process, analyze, present & implement improvements.

168


SMME

ScopeAnalysis of the performance & capabilities of services, processes, partners & technology.

Continual alignment of the service portfolio with current & future business needs.

Advance the maturity of enabling IT processes & make the best use of technology.

Asking whether people are working in appropriate roles & have the required skills.

169


SMME

Activities170

2) Dene What You Will Measure

5) Analyze the Data Relations? Trends? According to Plan? Targets Met? Corrective Action?

7) Implement Improvement

4) Process the Data Frequency? Format? System? Accuracy?

6) Present & Use Information Assessment Summary Action Plans

3) Gather the Data Who? How? When? Integrity of Data?

1) Identify the Strategy Vision Business Need Strategy Tactical Goals Operational Goals

Data

InformationKnowledge

Wisdom

PlanAct

DoCheck

End

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Continual Service Improvement (CSI)

7-Step Improvement

SMME



SMME


An Integrated ITSM ToolsetSelf-helpWorkow or Process EngineeringIntegrated Conguration Management System (CMS)Discovery/Deployment/Licensing TechnologyRemote Control

Diagnostic UtilitiesReportingDashboardsIntegration with Business Service Management

173


SMME

Tool Evaluation Process174

Select Product

Rank the Products

Short Listing

Selection Criteria

Identify Products

Scoring

Evaluate Products

Requirements

End

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SMME


Course Evaluation

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