itil process management an overview of service management processes it109 north seattle college...

ITIL Process Management

An Overview of Service Management Processes

IT109 North Seattle College

Larry Ryan

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Introduction to ITIL

ITIL – Information Technology Infrastructure Library

Developed by the Office for Government Commerce (OGC) in England

Best practices focused on the management of IT service processes

Open source

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Three Levels of Certification

FoundationFocused on an understanding of the overall linkages between the

stages in the lifecycle, the processes used and their contribution to Service Management practices.

IntermediateOperational Support and Analysis (OSA)

Service Offerings and Agreements (SOA)

Planning, Protection and Optimization (PPO)

Release, Control and Validation (RCV).

Advanced ProfessionalThe ITIL Advanced Diploma in IT Service Management will assess an

individual’s ability to apply and analyze the ITIL concepts in new areas.

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ITIL Service Management (ITSM)

Two main components: Service Support – five processes that provide

support for day-to-day operation of IT services Service Delivery – five processes that focus on long-

term planning and improvement of IT services

These two components are linked together through the Service Desk – a function that provides a single point of contact that focuses on rapid restoration of normal service operations to users

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The Big Picture

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ITIL Service Management

Service Level Management

FinancialManagementAvailability

Management

IT Service Continuity Management

Capacity Management

ServiceDelivery

Service Desk

Change Management

ReleaseManagementIncident

Management

Configuration Management

Problem Management

ServiceSupport

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ITIL Service Management Goals

Ensure that IT services are aligned to the needs of customers and users

Improve availability and stability of services Improve communication within IT and with

users Improve efficiency of internal processes

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ITIL Processes

Each ITIL process has associated: Goals Definitions Activities

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Service Support

Change Management

ReleaseManagement

Incident Management


Problem Management

ServiceSupport

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Change Management

Goal To ensure that standardized methods and procedures

are used for efficient and prompt handling of all changes to minimize the impact of any related incidents upon service.

Definition Change is an action that results in a new status for one

or more IT infrastructure Configuration Items (CI).

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Change Management

Activities Accept, record, authorize, plan, test, implement and

review Requests for Change (RFCs) Provides reports of changes to the infrastructure Provides updates to the Configuration Management

Database (CMDB).

(Formal process)

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Goal To provide a logical model of the IT infrastructure (hardware,

software and associated documentation) by identifying, maintaining and verifying the version of all configuration items.

Definition A Configuration Item (CI) is a component of the infrastructure. Configuration Management Database (CMDB) is a database

which holds a record of all configuration items associated the IT infrastructure.

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Activities Plan, design and manage a Configuration

Management Database (CMDB) Identify CIs for entry into CMDB and their

relationships to each other Verify CMDB accuracy

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Service Support again……

Change Management

ReleaseManagement

Incident Management


Problem Management

ServiceSupport

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Incident Management

Goal To restore normal service operation as quickly as

possible and minimize the adverse impact on users and the organization.

Definition An incident is any event which causes, or may cause

an interruption to, or a reduction in, the quality of a service.

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Incident Management

Activities Detect, classify, record, and provide initial

support of incidents Prioritize incidents based upon impact and

urgency

Service Desk is responsible for Incident Management

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Problem Management

Goal To minimize the adverse impacts of incidents and to prevent

recurrence of incidents. Problem Management seeks to get to the root cause and initiate action to remove the error.

Definition A problem is the unknown, underlying cause of one or more

incidents. A known error is when the root cause of a problem is known

and a temporary workaround or alternative has been identified.

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Problem Management

Activities Analyze incidents to identify underlying problems Record, classify and diagnose problems Transfer problems into “known errors” Generate Requests for Changes (RFCs) to resolve

problems and errors

Problems are identified and managed separately from incidents (although linked)

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Service Support again….

Change Management

ReleaseManagement

Incident Management


Problem Management

ServiceSupport

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Release Management

Goal To coordinate service providers and vendors

involved with a significant release of hardware, software and associated documentation across a distributed environment.

Definition A release is a collection of authorized changes to an

IT service and is defined by the RFC that it implements.

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Release Management

Activities Plan and oversee successful rollout of new and

changed software, hardware and documentation Collaborate with Change Management Verify that all release items are entered into the

CMDB Manage customer and user expectations. Maintain Definitive Software Library (DSL) and

Definitive Hardware Store (DHS)

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ITIL Service Desk


FinancialManagementAvailability

Management


Capacity Management

ServiceDelivery

Service Desk

Change Management

ReleaseManagementIncident

Management


Problem Management

ServiceSupport

Single point of contact

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Service Desk

Goal• A single point of contact that provides advice

and guidance and rapid restoration of normal service operations to users

Definition A Service Request is a request that is not

due to disruption.

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Service Desk

Activities Manage the Incident and Service Request life-cycle,

including closure Communicate with customers concerning request

status and progress Provide initial assessment and attempt to resolve

incidents working with appropriate IT staff Provide reports and recommendations to

management for service improvement

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Service Delivery


Financial Management

AvailabilityManagement


Capacity Management

ServiceDelivery

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Goal To maintain and improve IT Service quality through a

constant cycle of agreeing, monitoring and reporting to meet the customers’ objectives.

Definition Service Level Agreement (SLA) is a written

agreement with the customer. Operational Level Agreement (OLA) is an agreement

between two internal areas.

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Availability Management

Goal To optimize the capability of the IT infrastructure,

services, and supporting organization to deliver a cost effective and sustained level of availability enabling IT to meet their objectives.

Definition Availability is the ability of an IT service or

component to perform its required function at a stated instant or over a stated period of time.

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Capacity Management

Goal To ensure that all the current and future

capacity and performance aspects of the business requirements are provided cost effectively.

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Financial Management

Goal To provide cost-effective stewardship of the

IT assets and resources used in providing IT services.

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Goal To ensure that the required IT technical and service

facilities can be recovered within required and agreed timeframes

Definition A crisis is an unplanned situation when one or more

IT services is unavailable and when the outage exceeds the expectations of the customer

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Processes and Functions

Process: a structured set of activities designed to accomplish a specific objective. Defined inputs Defined outputs

Measurable by performance Benefit to customers and stakeholders

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Processes and Functions

Function: a team or group of people and other resources or tools that are used to carry out a process or process activity

Roles responsible for carrying out Functions: Group, Team, Department and Division

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Service Lifecycle

Service StrategyStrategic approach for service management activitiesService DesignCustomer requirements plus strategyService TransitionRoll out new and changed servicesService OperationManage day to day service delivery plus optimizing effectiveness and efficiencyContinual Service ImprovementContinual alignment to changing business needs

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Service Strategy

What is the strategy? Who are the customers? What are the services? Define value creation Define delivery Define opportunities to provide services Deliver a provisioning model Coordinate and document service assets Processes and services to deliver the strategic ITSM plan Establish relationship between service provider and customer

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Consistent management of IT services

Strategy: gives the service provider guidance and recommendations about delivering services to meet the customers business outcomes.

Define a strategy for managing those services

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Service Value is defined by customer

• Link service provider activities to business-critical outcomes• Support customer’s success• Deliver value!• Respond to business change• Service portfolio delivers positive ROI• Transparent communication with customer• Organize for service delivery

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Utility vs Warranty in Value Creation

Utility: fit for purpose, what the customer gets, increases performance average (service supported?)

Warranty: fit for use, how the service is delivered to the customer, decreases variation (secure, enough capacity, continuous, available?)

Unless utility and warranty are developed and explained to the customer, the value of IT services cannot be realized by your customer and you will not be able to attach a meaningful price tag on your IT services.

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Assets, Resources and Capabilities

Assets: the resources and capabilities, IT services should be a customer’s service asset. Assets must create value.

Resources: the direct input for the production of services ($, people, infrastructure….)

Capabilities: assets that represent the organization’s ability to do something to achieve value – typically knowledge or information based (coordinate, control, provision)

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Assets, Resources and Capabilities

Examples of capabilities and resources:

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IT Governance, ISO/IEC 38500

Governance: where IT and business meet

Governance

IT

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IT Governance

Governance insures that policies and strategies are actually implemented and that the required processes are correctly followed.

Service management MUST include the standards and policies of corporate governance

Governance is the driver for ITIL continual service improvement also called “CSI”

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Risk Management

Also called “risk mitigation” Identify risks and create a mitigation action

plan for each The list of risks and the action plans form the

Risk Management Plan

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Pattern of Business Activity: “PBA”

The primary source of information regarding anticipated service demand.

PBA sets service asset requirements

PBA analysis requires careful study of the customers business to truly understand the customer demand cycle.

Creates an opportunity for the service provider to create or add value

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Demand management

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Service Design

Deliver a new service or change to an existing service that is capable of delivering the strategic outcome.

Four Ps: People, Processes, Products and Partners must be considered rather than narrow technical solution to a problem.

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Service design scope

Aligned with business needs Design coordination SLA management Availability and capacity management IT service continuity management Security Supplier management

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Value of Service Design

Lower cost of ownership over the service lifecycle Warranty will insure all aspects of the service are

included in the design process. Service Design Package insures transition of the

new service from to design to live Good governance through appropriate metrics Insure strategic requirements are aligned with the

business

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Service Transition

Ensure that the services that have been designed are now delivered effectively into operation.

This stage is concerned with customer, user and support staff.

Also a consideration with retiring a service.

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Service Transition objectives

Plan and manage changes and the introduction of new services (or retirement of old services)

Manage risk Successful deployment and/or provisioning Set performance expectation Ensure delivery of business value Provide knowledge and information about the

services and service asssets.

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Service Transition value

While delivering changes, provide guidance on how to adopt and implement these changes.

Properly designed, it will result in the ability to manage higher volumes of change.

Reduce the effort spent on managing test and pilot environments (“sand boxes”).

Increased confidence on the part of the recipients of the changes. Enables control of costs and assets Ensure seamless delivery of changes into the live environment.

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Resources are people too

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CSI – Continual Service Improvement

Purpose: continue to support the business with IT services in the face of changing business needs.

It must be perceived by business units that IT and the changes match the changes in business

Measurement is critical in this stage Must include cost effectiveness and efficiency

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CSI Objectives

Review, analyze, prioritize and recommend improvement in all lifecycle stages

Review and analyze service level achievements according to SLAs in place.

Measure quality! Understand what to measure, why measure it and what is defined as a successful outcome. Yes, even QoS.

Improve cost effectiveness of IT service delivery.

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CSI Elements

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CSI Value

Controlled, gradual and maintainable improvement

Assures an acceptable level of support Gradual and sustainable increase in capability

due to increased efficiency and effectiveness Monitoring and reporting on performance allows

for improvement opportunities. Tools?

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Service Portfolio Management

Purpose: Ensure an appropriate mix of services are delivered by the service provider to meet the needs of the customer.

Ensures a clear definition of the services and their link to business outcomes

Manage overall service provision

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Service Portfolio Management

CMDB

Text p. 46

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Service Portfolio Mgt Objectives

Maintain a definitive portfolio of services provided by the service provider

Provide an information source that allows the organization to understand and evaluate how the IT services provided enable them to achieve their desired outcomes.

Provide control over which services are offered Track the organizational spend on IT services throughout their

lifecycle Provide information to enable decision making regarding the

viability of services and when they should be retired.

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Service Catalog Management

Text p. 98

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A service catalog is defined in the ITIL glossary as follows: “A database or structured document with information about all live IT services, including those available for deployment.”

Customer facing services (deliverables, prices, ordering, contacts, request processes)

Support services are not customer viewable, support services in place to insure delivery to the customer.

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A two-view servicecatalog

Text p. 100

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The purpose of the service catalog management process is to provide and maintain a single source of consistent information on all operational services and those being prepared to be run operationally and to ensure that it is readily available to those who are authorized to access it.

The scope of the service catalog management process includes all services that are being transitioned or have been transitioned to the live environment.

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Purpose: ensure that all current and planned IT services are delivered to agreed achievable targets.

Covers current and planned services SLA – Service Level Agreement mandatory, common mistake:

SLA coming after the go-live date Remember utility and warranty apply to the SLA Define and document services Develop targets and ensure they are measured and met Continually improve service levels Builds a good working relationship with business cust.

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Service Level Requirements - SLR

Represents what is required by the customer for a particular aspect of the service, and they are therefore based on business objectives .

Relate primarily to warranty aspects of the service.

SLRs are an essential element of the service design specification.

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Service Level Agreement - SLA

Describes the service and the quality measures by which the delivery of that service will be judged.

Must be a written agreement and not an “MOU”. Should include components in two areas: services

and management. Covers service hours and service availability Covers support and consequences of a breach of

contract

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Service Level Agreement - SLA

See the sample SLA from:

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SLA – Security as a Service, SaaS(not part of ITIL but a good example of a service – offered by Cisco, McAfee and others

Constant virus definition updates that are not reliant on user compliance.

Greater security expertise than is typically available within an organization.

Faster user provisioning. Outsourcing of administrative tasks, such as log management, to

save time and money and allow an organization to devote more time to its core competencies.

A Web interface that allows in-house administration of some tasks as

well as a view of the security environment and on-going activities. Internet-based security is sometimes referred to as cloud security

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Operational Level Agreements

Agreements between internal departments Includes support levels, technologies

supported and not supported. No legal jargon needed – should fit on a

single page Identifies management tools used Must be listed and available in the CMDB

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Underpinning contract - UC

UC is an agreement with external organizations that provide elements of the overall service.

Unlike OLA, they are enforceable contracts Like OLA, monitoring and reporting is mandatory Every SLA must have an OLA and/or UC Example from Donut:

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Service Relationships

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Availability Management – have a plan!

Def: the ability of an IT service or other configuration item to perform its agreed function when required.

Downtime: An unplanned interruption of a service during its agreed service hours.

Availability is 100% - the %age of downtime Example (page 103): 24/7 service is down for 1

hour. Calculate availability: Agreed – downtime/ Agreed x 100%

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Calculating availability (page 103)

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“Five nines” availability

Availability = 99.999% For a 24/7 operation, what it the total downtime

per week? 100 – 99.999% = .001% Given that one week = 168 hours: Time = (x / 168) x 100% = .001% x = 6.048 sec per week for five 9s Or…. 6.048 sec x 4.33 weeks = 26.2 sec/month

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Scope of Availability Management

Encompasses ALL phases of the service lifecycle

Requires a firm grasp of business processes VBF = “Vital Business Function” Appropriate availability targets must have a

business case

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Availability Management Process

Figure on Page 107

“Reactive”

“Proactive”

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More Availability Terms

Reliability defined: “a measure of how long a service, component, or CI can perform its agreed function without interruption.”

Measure reliability by calculating the mean (or average) time between failures (MTBF) or the mean (or average) time between service incidents (MTBSI).

Resilience is obtained by having “fail-over” designs like redundant networks and clustered servers.

Maintainability: Mean time to restore service (MTRS) = Total downtime in hr / total number of failures. Helped by having “hot spares”.

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Expanded incident lifecycle

Figure on p. 110

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Serviceability

Serviceability: The ability of a 3rd party supplier to meet the terms of its contract.

Read bakery example on p 110. Better and true example: healthcare facility in OR, HP system mgt software running without fault for 13 months, crashed, required a certain German software developer to be on line to fix, 8hr time difference, caused many unnecessary but costly delays to restore with a software patch. Reliable but not very serviceable. Downtime=3 days!

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SACM

Service Asset and Configuration Management The ITIL v3 book on SACM provides direction on

“Configuration Items, Definition of policies and procedures in Management and Planning, CI Identification and tracking, CI Control, CI Verification, and CI Auditing” which is good enough to be labeled as the old Configuration Management

Difficult to apply to your organization but focus on the Foundation exam – use their definitions

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SACM

Purpose – be able to control assets that make up your services.

Requires identifying them and keeping complete record of configs, inventory and versions

Service assets are also known as CIs or “configuration items”. Not all assets are CIs.

Yes, a virtual infrastructure (cloud) and virtual server are CIs.

Scope is all CIs throughout their entire lifecycle

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Service Asset & Config Mgt

Purpose is to ensure you have accurate, meaningful and relevant info about your assets.

Capture info about services you provide Manage integrity of the CIs (config items) that make

up the service using a config mgt system Maintain historical, planned and current info on CIs.

Use the info for trending (linear regression) Promotes accurate decision making by service

providers

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Service Asset & Config Mgt

Key definitions– Service Asset: Any resource or capability that

could contribute to the delivery of a service.– Configuration Item, CI: A service asset that

needs to be managed in order to deliver an IT service

– Configuration Record: A set of attributes and relationships about a CI

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Configuration Items

Best list of descriptions and definitions on pp 190 – 191.

All of them may be on the Foundation exam

Which of the following statements is not part of the purpose of the SACM process?A.To control the assets that make up your servicesB.To manage the changes to your service assetsC.To identify service assetsD.To capture accurate information about service assets.

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Configuration model - Bank

Figure on p 192Ans: B – is part of change management

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Consolidate all info into a single repository: Config Mgt System, CMS

Figure on p. 193

Service Knowledge Mgt System

SKMS holds all CIs that arepart of the SACM.Service Desk has access.

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CMS Architecture

Figure on p. 195

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Definitive Media Library

Definitive: includes EVERYTHING. Not everything is a CI like software licenses, cold

spares, in-house software (mostly scripts – shell, perl, Java, XML and HTML, php. They will all be in the DML

Physical spares and equipment should be in a secure store but listed in CMS documentation

Policies that control the management of the DML will form party of the SKMS

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Change Management

ITIL refers to Change Management as a process. On the exam, you will be asked about activities, concepts and purpose of this process.

Start with purpose: “to control the lifecycle of all changes, enabling beneficial changes to be made with minimum disruption to IT services.”

ITSMF*: 80% of all incidents are caused by IT infrastructure changes. True?

*ITSMF IT Service Management Forum

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Change Management Objectives

ITIL: “ensure that changes are recorded and evaluated, and that authorized changes are prioritized, planned, tested, implemented, documented and reviewed in a controlled manner.”

Keep abreast of changes that happen in the business environment

Maintains control of the configuration management system (CMS) and insures data is current and relevant.

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Change Management Scope

ITIL definition of change: as “the addition, modification or removal of anything that could have an effect on IT services.”

Scope is huge: architecture, infrastructure, processes documentation, metrics, tools, service changes and CIs. (Configuration Items).

Exclude organizational and business changes. Exclude routine maintenance and repairs

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Change, RFC and Change Record

Change: “The addition, modification, or removal of anything that could have an effect on IT services.”

Request for Change: “Formal proposal for altering a configuration item, recorded either electronically or on paper.”

Change Record: “A capture of the details of the lifecycle of a change. Should reference the CIs associated with the change”

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Change types

Standard Change: Change to a service or CI. Typical example: moves/adds/changes for desktop users. Clearly defined and planned with low risk.

Emergency Change: “response to or in order to prevent a business-critical error.” High risk, disruptive and prone to failure. Highly advised that there be a documented model for emergencies as part of the Service Design and SLA.

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Change Advisory Board - CAB

CAB: a group of people who are tasked with evaluating changes to the IT environment.

The CAB ensures the right people with the right information, knowledge, and background are there to effectively review each change.

Focused exclusively on reviewing Change Requests for risk and unintended consequences

Should be staffed with representatives from all functional areas/technical disciplines, key decision makers, and business stakeholders.

All changes are brought to the CAB for review

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Normal change process model

Text page 171

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Typical change management question

4. Which of these is part of the scope of IT change management?

A. Business strategic changes

B. Minor operational changes

C. IT service changes

D. Project changes

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Answer to typical change management question

4. Which of these is part of the scope of IT change management?

A. Business strategic changes

B. Minor operational changes

C. IT service changes

D. Project changes

C. Change management does not cover business, project or minor operational changes. The change process is used for IT service changes.

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Event Management

Event: “Any change of state that has significance for the management of a configuration item (CI) or IT service. Note that this does not state that the change of state is a failure.”

Alert: “An event that notifies staff of a failure or that a threshold has been breached.”

Incident: “An unplanned interruption to an IT service, a reduction in the quality of an IT service, or a failure of a CI that has not yet impacted an IT service (for example, failure of one disk from a mirror set).”

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Event Management

Trigger: An indication that some action or response to an event may be needed.

Notification - the notification generated by the CI/system or a monitoring tool that indicates that an event has occurred on the CI/Service/System. (Know all five of these terms)

------------------------------------------------------- Purpose: “To detect events, understand what they mean, and

take any necessary action.” Objectives:

– Detect all “changes of state that have significance for the management of a CI or service”

– Trigger an automated response

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Event Management

Objectives: (continued from previous slide)– “Provide sufficient information to enable an

accurate assessment of the performance of a service against the SLA target.”

– “Measure the success or failure of improvement actions.”

Scope: “Applied to any aspects of service management that need to be controlled and that could benefit from being automated.”

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Event Management

Monitoring vs Managing:– Event Management: “concerned with generating

events and detecting notifications that have been produced.”

– Event Monitoring: “detects these notifications but goes further than this. Monitoring includes actively checking CIs to ensure that they are working as they should, whether or not an event has been generated.”

IT109Event Management HP NNM

IT109 Event Management HP NNM

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Service ManagementIncidents and Problems – Part of Service Operation

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Service ManagementIncidents and Problems

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Incident: “An unplanned interruption to an IT service, a reduction in the quality of an IT service, or a failure of a CI that has not yet impacted an IT service (for example, failure of one disk from a mirror set).” (Look familiar?)

Problem: “An underlying cause of one or more incidents.”

Problem Management: “process that investigates the cause of incidents and , wherever possible, implements a permanent solution to prevent recurrence.”

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Purpose of Incident Mgt: restore normal service operation as quickly as possible and minimize the adverse impact on business operations.

Objectives of Incident Mgt: “to ensure that all incidents are efficiently responded to, analyzed, logged, managed, resolved, and reported upon.”

The scope of Incident Mgt: All incidents

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Problem: “An underlying cause of one or more incidents.”

Problem Mgt: “Is the process that investigates the cause of incidents and , wherever possible, implements a permanent solution to prevent recurrence.”

Purpose of Problem Mgt: “Document, investigate, and remove causes of incidents.” – Problem mgt aims to identify the root cause of problems

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Scope of Problem Mgt: “includes diagnosis of the root cause of incidents and taking the necessary action in conjunction with other processes (such as change management and release and deployment management) to permanently remove them.”

Tools should link incidents to specific problem records in the Knowledge Database

Incidents – Reactive, Problems – Reactive and Proactive

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Links between Problem Mgt and Lifecycle Stages: – Service strategy financial management process, the cost of

down time and support services– Service design processes of availability management, capacity

management, and IT service continuity management all take proactive steps to identify possible issues and deal with these problems before they result in incidents.

– Service Transition: Change Management when a change is required to resolve a problem, Service Asset and Config Mgt (SACM) when identifying faulty CIs, Release and Deployment Mgt when a change to resolve a fault is approved by Change Management, Knowledge Management when holding problem histories in the Known Error Database (KEDB).

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Review: Incident vs Problem

Incidents and Service Requests are formally managed through a staged process to conclusion. This process is referred to as the "Incident Management Lifecycle". The objective of the Incident Management Lifecycle is to restore the service as quickly as possible to meet Service Level Agreements. The process is primarily aimed at the user level.

Problem Management deals with resolving the underlying cause of one or more Incidents. The focus of Problem Management is to resolve the root cause of errors and to find permanent solutions. Although every effort will be made to resolve the problem as quickly as possible this process is focused on the resolution of the problem rather than the speed of the resolution. This process deals at the enterprise level.

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Incident mgt sample question

What is the objective of Incident management?A. to annoy usersB. keep track of difficult users so that the IT organization can take measures to bring them into lineC. to provide a place where users can quite rightly complain about the atrocious levels of service they receive from us D. A, B, and C

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Managing incidents should not be putting out fires

Previous slides: just checking to see if you were awake

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Managing incidents – ITIL 9-steps

Step 1: Incident Identification Step 2: Incident logging – create incident

record database Step 3: Incident Categorization

See page 244, text for flow chart

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Step 4: Incident Prioritization – business impact and urgency

Step 5: Initial Diagnosis – use Known Error Database – try Incident Matching

Step 6: Incident Escalation (service desk still owns the incident)– Functional escalation: service desk is unable to

resolve the incident– Hierarchic escalation: move up to a higher

management level

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Step 7: Investigation and Diagnosis– Full description of the issue– Impact and urgency– Timeline– Identify possible causes– Mine the Knowledge Database (HP Kmine)

Step 8: Resolution and Recovery Step 9: Incident closure

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Managing Problems – ITIL 7 steps

Step 1: Detecting problems Step 2: Logging problems Step 3: Categorizing problems Step 4: Prioritizing problems Step 5: Investigating and Diagnosing

Problems Step 6: Identifying a workaround Step 7: Raising a Know Error Record, Known

Error Database (KEDB)

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Service Design

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Service Design

Purpose: to deliver a new service or a change to an existing service that is capable of delivering the strategic outcome required.

Objective: aim to deliver a service that will require very little improvement later.

Scope: see previous slide or see the next slide:

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Service Design Scope

Design coordination Service catalog management Service level management Availability management Capacity management IT service continuity management Information security management Supplier management

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Service Design value to the business

#1: Lower cost of ownership across the service lifecycle. #2: Insure that the service is aligned with the business #3: SDP or Service Design Package insures a smooth

transition from design to live #4: Includes metrics and controls for good governance #5: Includes strategic requirements of the business

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Service Design – The SDP, Service Design Package

Original agreed business requirements for the service How the service will be used Key contacts and stakeholders Functional requirements Management requirements Service level requirements Technical design of the new or changed service including

hardware, software, networks, environments, data, applications, technology, tools, and documentation

Sourcing strategy New or changed processes required to support the service

Text p. 65

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Service Design – The SDP, Service Design Package

Organizational readiness assessment Service lifecycle plan, including the timescales and phasing, for

the transition, operation, and subsequent improvement of the new service

Service program, service transition plan Service operational acceptance plan Service acceptance criteria (SAC)

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Service Design 4 Ps

People– Both a resource and capability– Will the new service require training?

Processes– Will new processes need to be created?

Products– Software and Hardware

Partners– In-house or 3rd party

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Service Design – Building the Service

Text p. 67

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Service DesignWhat are the parts of a service?

The business processes that the IT service will support. Fulfills all the utility requirements Abide by any governance or reporting requirements and ensuring the

service is in line with the organization’s strategic goals. Service level requirements and service level agreements (OLAs too) The technical components of the service, using the configuration

management system, CMS, to show how these are linked to provide the service.

Applications that will provide the functional requirements of the business process.

Other services that support the new or changed service.

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Five Key Aspects of Service Design

“STAMP”:Service solutions Tools and systems for management information Architectures Measurement systems Processes

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Service Design Constraints

Text p. 69

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Service StrategyUse this chart to help you study for the Foundation Exam.You will find it on my website: “Good ITIL Cheatsheet Circular Chart”

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Service Strategy

“ITIL service strategy specifically defines how a service provider will use (i.e. plan to use) IT services to achieve the business outcomes of its customers, thereby enabling the service provider (whether internal or external) to meed its objectiv es (of providing value to the customer).”

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Service Strategy and Service Portfolio

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Service Strategy – getting there

Purpose and objectives– Understand the IT strategy– Identify customers and services– Define value and delivery– Discover service opportunities– Deliver a service provisioning model– Discover IT capabilities required to deliver– Understand levels of demand– Understand customer relationships

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Service Strategy - Scope

IT service strategy documentation covers:– Defining a strategy that gives a service provider

guidance and recommendations about delivering services to meet a customer’s business outcomes

– Defining a strategy for managing those services

IT109

Service Strategy - Value

The ability to link the activities carried out by the service provider to the business-critical outcomes that are required by internal or external customers.

The ability to understand the type and levels of service that will support the customers

The ability to respond to business change Guidance for creating and maintaining a service portfolio The ability to understand how to organize so that the

required services can be delivered in an effective and efficient manner.

IT109

Service Strategy – Demonstrating Value

Value is determined by customers – they must see value as greater than the cost of purchasing the service.

Understatement: “If IT is perceived only as managing the infrastructure equipment (servers, networks, PCs, and so on), then the customer’s perception of value will be difficult to associate to business outcomes and activities.”

IT109

Utility and Warranty – know the definitions for the exam

IT109

Last slide – Deming Cycle

“PDCA”, Plan, Do,Check, Act as part ofThe cycle of continuousimprovement

Text, p. 292

itil process management an overview of service management processes it109 north seattle college...

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