itil v3 course all

These are the topics that will be covered on the course.

Your course director will explain the agenda you will follow on this specific course in more detail.

Course Administration and Introductions Service Management and ITIL Service Management as a practice The Service Lifecycle

Service Strategy

Service Portfolio Mgt, Demand Mgt, Financial Mgt

Service Design

Service Level Mgt, Service Catalogue Mgt, Availability Mgt, Information Security Mgt

Supplier Mgt, Capacity Mgt, IT Service Continuity Mgt

Service Transition

Change Mgt, Service Asset & Configuration Mgt, Release and Deployment Mgt

Service Operation

Incident Mgt, Event Mgt, Request Fulfilment, Problem Mgt, Access Mgt

Service Desk, Technical Mgt, Application Mgt, IT Operations Mgt Continual Service Improvement

Improvement process

Sample Exam Real Exam

The Student workbook consists of the following sections; Section 1

Covers Course Overview, Assignments Section 2

The slide set with notes. Section 3

Summary Aids Section 4

Exam Preparation Hints and tips, Sample Exams. Section 5

Acronyms and Glossary.

The processes covered in the Capability Stream are: Service Offerings and Agreements (SO&A)

Service Level Management, Financial Management, ServicePortfolio Management, Service Catalogue Management,Demand Management and Supplier Management

Planning, Protection and Optimization (PP&O)

Capacity Management, Availability Management, ITSCM,Risk Management, Demand Management, Information SecurityManagementRelease, Control and Validation (RC&V)

Change Management, Release & Deployment Management,Service Asset & Configuration Management,Request Fulfilment,Evaluation, knowledge Management and Service Validation and Testing

Operational Support and Analysis (OS&A)

Service Desk, Incident Management, Problem Management,Request Fulfillment, Event Management, KnowledgeManagement and Access Management

Examination Boards

The syllabus for this course is based on OGC's IT Infrastructure Library Examination for the Foundation Certificate in IT Service Management The examination which normally concludes the final day, takes the form of a closed book multiple choice paper of 40 questions, and lasts for one hour. Students who do not have English as their first language are allowed an additional 15 minutes and can consult a language dictionary.

To pass the examination, you will need to achieve 65% (or 26 correct answers). Your paper will be collected at end of the exam and sent for marking. Your result is usually sent to you within two weeks.

An examination entry form will be given to you by the course director.

ITIL is a Registered Trade Mark, and a Registered Community Trade Mark of the Office of Government Commerce, and is Registered in the U.S. Patent and Trademark Office

The Course Objectives are described above.

This course is designed to meet the criteria of the certification body ARM Group.

The key concepts and terms used in the processes are described in the Acronyms and Glossary section of this manual. The course covers all the ITIL Service Lifecycle including the relevant processes and functions, paying attention to the objectives and the activities of the process and the relationships with other processes.

The course is designed to enable students to successfully pass the exam for the Foundation Certificate in IT Service Management.

The customer will need to take the service , but without claiming the full owner ship of the whole infrastructure to implment the service ,the service provider should always be the owner of all needed infrastructure.

Process Owner responsibilities include:

Documenting and publicizing the process

Designing the KPIs to judge effectiveness and efficiency

Ensuring staff have the right skills and awareness to fulfil their roles within the process

Continual improvement and management of change affecting the process under their care

With modern technology, Incidents may be recorded by customers, support groups or event systems directly. They may be skeleton records in the case of customer or event systems. It is common for Incidents to be reported by fax or e-mail. If using these methods you must ensure that these channels are properly managed as the customer will start their "resolution clock" running as soon as the fax or e-mail has been sent -don't forget that both methods will be timed. They all still enter the Incident Management process.

For Requests for Change the 'specialist support group' will be Change Management.

To record details of the Incident, the Service Desk will use the CMDB to find data about the related items such as what PC the customer is using, or what Service is affected if a server has gone down.

During Incident recording, errors on the CMDB such as a customer showing different location details, or having a different workstation can be identified and the relevant record updated.

Note that term "Good Practice" is sometimes also referred to within the ITIL framework as "Best Practice".

Good Practice is ,a proven way for doing things ,it is a tested ,done many times and proved to be a good working model

The Wheel diagram illustrates the ITIL framework which contains advice on good practice in Service Management.

IT Governance refers to the various frameworks, models and standards that can be applied to Service Management to bring about management control and ensure that IT Service provision conforms to organizational strategy and direction.

Frameworks include ITIL, COBIT, Prince2.

Models include CMMI and Standards include ISO/IEC 20000:2005, ISO/IEC 27001:2005.

ISO/IEC 20000 provides a formal and universal standard against which organizations can be audited and accredited. ITIL offers the knowledge to be able to achieve the standard.

The CORE arrow refers to the five publications of Service Strategy, Service Design, Service Transition, Service Operation and Continual Service Improvement.

The COMPLEMENTARY arrow refers to a complementary set of publications containing guidance specific to industry sectors, organization types, operating models and technology architectures will be available as time go on.

The WEB SUPPORT SERVICES arrow refers to various supporting training courses, documents, tools and templates that support the principles described in the core publications will be available more and more.

Utility is perceived by the customer from the attributes of

the service that have a positive effect on the performance

of tasks associated with desired outcomes. Removal or

relaxation of constraints on performance is also perceived

as a positive effect.

Warranty is derived from the positive effect being

available when needed, in sufficient capacity or

magnitude, and dependably in terms of continuity

and security.

Utility is what the customer gets, and warranty is how it

is delivered.

Warranty and Utility are both crucial elements of creating real value for customers and the business as a whole. Customers cannot benefit from something that is fit for purpose but not fit for use, or vice-versa. For example, the customer may be delighted with the friendly customer interface and functionality offered by the service, but the service has not been designed with the necessary data security protection and recovery mechanisms. Alternatively, the service may meet and exceed all agreed targets of availability, but is missing a vital functional component that allows the customer to achieve his/her business objectives

Resources need capabilities to use the available resources to develop distinctive value-adding services to customers

Capabilities cannot produce value without adequate resources

35

Resources provide the raw material necessary to produce the services that the business requires. Capabilities transform those resources into value adding services. Capabilities cannot in themselves add value without the appropriate resources. Resources cannot in themselves add value without the appropriate deployment of those resources to meet business objectives.

Capabilities will develop over time and will be enhanced as experience is gained and lessons are learned. Capabilities can be used to develop distinctive service offerings to gain and retain customers

A Service Model is a representation of a service which documents its key characteristics which can be used to help understand the nature of the service. For example at a high level an airline organisation will have models which reflect the types of flights on offer to the customers. There may be a long haul, medium haul and short haul service models. Each model will have certain defaults that will apply to every model (such as the basic safety procedure). As well as that each model will have distinguishing or even unique features, such as luggage limitations, meals, in-flight entertainment, seating area, club and business class privileges, etc. Understanding each model will be the first step to helping the organization to improve the service.

Each model will have a configuration e.g. type and layout of the aircraft (Configuration of service assets) such as seating layout and leg room for the different grades of flight. In addition each model will also have more dynamic elements (Service Dynamics) such as customer feedback, demand for places, skills of flight-crew etc. A service improvement programme could focus on the issue of improving the comfort of the customers, by having less seats on the plane (Configuration) or improving the in-flight experience by focusing on the films or meals on offer on long hauls or the number of or experience of cabin crew (Dynamics). Service models will continually evolve based on feedback from customers and from internal service management processes

Contract Risks are those risks associated with poorly negotiated agreements which jeopardize the ability to deliver to agreed service targets and adversely affect customer confidence.

Design Risks arise from the failings or shortcomings of converting requirements into attributes of services.

Operational Risks arise from technical or administrative failings in the supporting the service in the live environment.

Market Risks are those risks associated with the ever changing and increasingly competitive business environment. An example of a market risk is failure to take full advantage of an opportunity to exploit a gap in the market, perhaps as a result of poor time to market strategies or lack of appropriate knowledge pertaining to recent market trends.

Examples of demand management.

Recruitment drive by an organization may stimulate more business activity around any given process (for example email communications) which may in turn place additional demands on the network infrastructure which may initiate a requirement to expand the capabilities of the network.

Answer : a

New or changed services must be designed within appropriate timescales and costs whilst ensuring that it is both fit for purpose (utility) and fit for use (warranty).

Service Design must also design:-

and manage the processes for the design, transition, operation and improvement of high quality IT services taking into consideration supporting tools and information systems

Secure and resilient IT infrastructures, environments, applications and information resources to meet the current and future need of the business

Measurement methods and metrics for assessing the effectiveness and efficiency of design processes and their deliverables

Service Design Package is the deliverable of this phase

To achieve service improvement, four areas need to be considered:

Effective and efficient IT Service Management processes Good IT Infrastructure in terms of tools and technology

People with the right skills, appropriate training and the right service culture.

Effective and properly managed relationships and partnerships with manufacturers and suppliers

Unless all four areas are considered and implemented appropriately the objectives of IT Service Management will not be realised. The culture of the organization will be a key factor in determining the speed of implementation of Service Management. For example, where there is a high degree of resistance to change this will slow down the implementation process

Organizations have to consider a wide variety of strategies in order to deliver cost effective and competitive services to their customers. The range of alternatives gives organizations some flexibility with delivery options, but each option will have advantages and disadvantages and must be carefully assessed for risks and suitability for the proposed business initiative.

For example, In-sourcing will be simpler to manage and allow the organization more direct control, but may limit the organization in terms of scale. Out-sourcing will allow for better economies of scale and allow the organization to concentrate on core business, but will carry risks associated with selecting appropriate suppliers and managing the relationship carefully to avoid conflicts of interest.

All of the above options can be provided on-shore or off-shore.

Designing Service solutions

A formal or structured approach is required to produce the new service within the cost, functionality, quality and time constraints. The approach for design and subsequent stages in the life-cycle must continually ensure that they reflect the evolving needs of the business. Design of service solutions will include all agreed functional requirements, resources and capabilities

Designing the Service Portfolio to include the appropriate level of detail to articulate business needs and provider's responses, and giving the ability to management and control services throughout their lifecycle.

Designing the technology architectures and management systems to produce a "blueprints" for development and deployment of an IT infrastructure, including applications and data, to satisfy current and future needs of the business

Design of the processes necessary to design, transition, operate and improve services throughout their lifecycles

Design of the measurement systems necessary to control the design processes and ensure that the measures are appropriate to enable the processes to be regularly assessed for efficiency, effectiveness and compliance. "If you can't measure it, you can't manage it"

As illustrated by the diagram, the Service Catalogue needs to be designed to provide a single source of consistent information on all of the agreed services and ensure that this information is widely available to both the business and IT support services at the appropriate level of detail.

The business will require an accurate, consistent picture of IT services, their detail and their status. The business will not necessarily be interested in the complexity of the infrastructure required to support the IT services, so the information in the Business Service Catalogue needs to be meaningful from the business perspective. In other words, how the services are used, which business processes do they enable, and the quality of service the customer can expect.

The Technical Service Catalogue will present a view of the services which will give the necessary technical detail to enable fast and efficient response to service related issues. The information will contain details of the hardware, software, application and data components, and their relationships, necessary to support the provision of the service.

The Service Level Management (SLM) Process is responsible for proposing, negotiating and maintaining Service Level Agreements (SLAs).

Also within the scope of this process is the establishment of Operational Level Agreements (OLAs) and Underpinning Contracts (DCs) with external support supplier organizations.

SLAs provide an important method of measuring IT Service quality and Service Level Management drives the Continual Service Improvement Program.

The goal of SLM is to maintain and improve IT Service quality within cost justified limits based on business requirements. This is done by an iterative process of setting an agreed level of service, monitoring and reporting on the set levels and repeating with improved levels.

The steady improvement of service quality and reduction in service disruption that SLM can achieve reduces the cost/quality ratio of service provision and improves the relationship between customers and IT.

Definitions:

Service Level Agreement (SLA)

A written agreement between an IT service provider and the IT customer(s) defining the key service targets and responsibilities of each party

Operational Level Agreement (OLA)

An agreement between an IT service provider and another part of the same organization that assists in the provision of the service

Underpinning Contract

A legally enforceable agreement to manage external supplier arrangements

IT Service Providers are generally dependent on internal support

providers and external suppliers to help support at least some of their services.

For internal support providers, Operational Level Agreements (OLA's) are

needed to ensure support levels meet the Service Level Requirements as

documented in the SLA.

For external suppliers, Underpinning Contracts (UCs) should be in place stipulating the required level of support.

Service Based SLA

This is a suitable SLA when all Customers use the service in the same way for example, corporate services such as Email.

Care must be taken to ensure that variations in the levels of usage of the service by customers are understood and the service delivery requirements of different customers can be incorporated.

Customer Based SLA

A Customer based SLA is one which covers all the services received by a single customer group.

It has the advantages of being easier to negotiate as there will not be conflicting customer requirements and there is normally only one signatory, customers often prefer this type of SLA as all their services are covered in a single document.

This structure is one adopted by many organizations.

Corporate Level covering all generic targets appropriate to all customers.

Customer Level covering all targets specific to that customer group, regardless of the service.

Service Level covering all targets relevant to a specific service in relation to a specific customer.

Variants of the customer level services or exceptions to service levels are documented at the Service Level.

The structure chosen should be suitable for the particular organization and a combination of structures may be necessary.

The SLAs document the roles and responsibilities of both sides which reduces the risk of misunderstandings and omissions. Having a common understanding of the expected service also manages expectations both sides will understand and agree on the timescales for deliverables. Having performance targets allows service quality to be measured which paves the way for future improvements and also removes the possibility of conflict over what constitutes 'good' or 'bad' service. Measuring service quality also highlights weak areas for future improvement.

Availability Management is a balancing act of being able to deliver the appropriate component and service availability while at the same time ensuring this is done cost effectively. Therefore understanding the business drivers of the need for availability, especially high availability, is essential to getting the appropriate investment to provide the necessary infrastructure

Availability Management works with Service Level Management in setting realistic availability and reliability targets for the SLAs. These targets are based on the Service Level Requirements and ensure appropriate levels of component reliability, serviceability and maintainability are met. Availability Management monitors and reports on service and component availability and reliability, investigates shortfalls and instigates actions to overcome them

In today's highly competitive and service oriented business environment, organisations are judged on their ability to continue to operate and provide a service at all times. ITSCM is concerned with managing an organisation's ability to continue to provide a pre-determined and agreed level of IT Services to support the minimum business requirements following an interruption to the business. This may range from an application or system failure, to a complete loss of the business premises. As such, ITSCM forms an integral part of the Business Continuity Management process to ensure that IT Services and facilities can be provided.

These days, a reactive approach to dealing with risks to Business Continuity is not acceptable. Directors have a 'duty of care' to their shareholders, Customers and creditors and could find themselves personally liable if they have been negligent, whatever their professional discipline.

Definition: post-mortem: In information security terms, a method of data analysis and investigation performed after an intrusion has already occurred.

The Information Security Policy (ISP) should have the backing of senior management both within IT and the business.

The policy should be widely available to all customers and users as well as IT staff.

The ISP should be referred to in SLAs and underpinning agreements and key areas of the policy should be highlighted to ensure full understanding of roles and responsibilities and help ensure adherence to the policy The Policy should be reviewed at least on an annual basis.

Is often combined with availability management process and act as one team.

Business Capacity Management

Trend, forecast, model, prototype, size and document future business requirements

Service Capacity Management

Monitor, analyse, tune and report on service performance, establish baselines and profiles of use of services, manage demand for services

Resource Capacity Management Monitor, analyse, tune and report on the Utilisationof components, establish baselines and profiles of use of components

Answer : c

Answer : a

Increasing satisfaction for the customer, user, and Service Management staff can be realised by successful transition of new or changed services. An essential part of the transition is to ensure that all stakeholders are :-

properly communicated with especially during the deployment phase,

have all the necessary release documentation (release contents, user guides, FAQs etc),

are properly trained to use or support the new or changed service

have all the necessary knowledge required to help use and support the new or changed service

Specifically, Service Transition adds value to the business by improving:

the ability to adapt quickly to new requirements and market developments

management of transition during mergers, acquisitions etc

the success rate of changes and releases

the predictions of service levels and warranties

confidence in the degree of compliance with governance requirements during change

estimates of resources and budgets

productivity of the business by successful transition of services that create value for the business

management of changes to hardware and software maintenance contracts

understanding the level of risk during and after the change

Change may be initiated from either IT or business ,but in both case business need are assesed

Planned is important here as we can say ITIL has now gone a long way to integrating with project changes.

The above figure shows a typical scope for the IT service Change

Management process and how it interfaces with the business and

suppliers at strategic, tactical and operational levels.

For example a strategic change to the business will impact on the service

portfolio or the service design. A tactical change in the business may

mean a change to the services delivered. A supplier change may impact

the way we manage our services or operate our services. And then there

are internal IT changes.

All must be considered or there will be a drop in the quality of the services

delivered.

Change Management should coordinate the production and distribution of a 'Change Schedule1 (CS) and a 'Projected Service Outage' (PSO).

The latest versions of these documents should be available to everyone within the organisation, preferably contained within a commonly available Internet or intranet server.

The CS contains details of all the Changes approved for implementation and their proposed implementation dates. Because new Changes need to be integrated into the CS in the most effective way it may be reordered frequently.

The PSO contains details of changes to agreed SLAs and service availability because of the currently planned CS.

These documents should be agreed with the relevant customers within the business, with Service Level Management, with the Service Desk and with Availability Management.

Once agreed, the Service Desk should communicate any planned additional downtime to the user community at large, using the most effective methods available.

A Standard Change would be initiated by a customer / user via the Service Desk. The organisation may issue an appendix to the SLA that shows the amount of notice required and what information will be required at initiation. Following this each box in the diagram will be associated with a role that will complete the activity. Documentation will detail what each activity involves and the recording required.

Change Management must review all implemented Changes after a predefined period has elapsed. This process may still involve CAB members; Change Management may look to them for assistance in the review process.

Change reviews may be tabled at CAB meetings, for CAB members' information and to agree any follow-up action that may be needed.

Where a Change has not achieved its objectives, Change Management (or the CAB) should decide what follow-up action is required, which could involve raising a revised RFC.

If the review is satisfactory or the original Change is abandoned, the RFC should be formally closed in the logging system.

It is the responsibility of Change Management to ensure that all records are completed retrospectively, at the earliest possible opportunity. This is vital to ensure valuable management information is not lost.

Not all emergency changes will require ECAB involvement. If the change is predictable both in occurrence and resolution, and well understood in terms of the change itself, then it may be appropriate to delegate authority to the Operations teams to action the change and ensure it is properly documented and reported on.

As much testing as possible should be carried balancing the potential impact of the change not working against the impact to the business of delaying the change. Completely untested changes should be avoided.

Weather?

Sounds a little strange at first but imagine you are working in the US and are employed by a company in an area that may get hit by tornados -then having prior warning is important information.

Service Asset Manager and Configuration Manager Two roles

but may be combined ,and normally combined

Both have similar responsibilities

A Service V Model can be used to represent the different configuration levels to be built and tested to deliver a service capability.

The left hand side represents the specification of the service requirements down to a detailed service design.

The right hand side focuses on validation arid testing activities that are performed against the specifications defined on the left hand side. At each stage on the left hand side, there is direct involvement by the equivalent party on the right hand side. For example, customers who sign off the agreed service requirements will also sign off the service Acceptance Criteria and test plan.

Note the baselines, once each stage is complete it is formally reviewed and agreed (baselined), any future changes must now be carried out under strict change management control the impact of a change at any level after baselining will impact the lower levels and must be considered very carefully

Answer : c

Answer : b

In Service Operation the focus on day-to-day activities to optimize the cost and quality of the services. This has been described as the "Factory of IT

From customer's viewpoint, Service Operation represents where the actual value is seen

The Service Desk is a vitally important part of an organization's IT department arid should be the single point of contact for IT users on a daily basis.

The modern IT Service Desk is customer-facing and by being an effective and efficient means of customerIT interaction it improves the customer's perception and satisfaction with IT Services. As a Service Desk matures it should become more proactive in dealing with customer situations.

Local Service Desk

A single local support desk is viable but having many local support desks within one organization can present problems. These include:

Not using common processes and procedures across all locations Making localisedskills known and available to other Service Desks Ensuring compatibility of hardware, software and network infrastructure

Not using the same escalation procedures, and the same impact, severity, priority and status codes across all locations

Not using common management reporting metrics Not using a (logically) common shared database

Centralised Service Desk

For organizations located within one region or country, rather than having multiple local Service Desks, a centralised Service Desk may be used. This has many benefits including:

Reduced operational costs Consolidated management overview Improved usage of available resources

Virtual Service Desk

For large, international organizations a Virtual Service Desk may be a solution. The benefits include:

Reduced operational costs

The scope for a consolidated management overview Improved usage of available resources However, there are some considerations including:

All persons accessing the Virtual Service Desk should use common processes, procedures, terminology and language. Customers and users still need to interact with a single point of contact.

There will be the need for a physical presence on site by a specialist or maintenance engineer from time to time.

Consistent ownership and management processes for Incidents should be used throughout the Virtual Service Desk, with automated transfers of Incidents and Incident views between local desks.

Other Staffing Considerations:

Training

Training plans should include:

A formal induction program including business awareness and

customer service training

Shadowing and mentoring

Technical skills transfer

Keeping abreast of new developments in technology

Staff Retention

Staff retention techniques include:

Role recognition and reward

Team building and rotation

Structured succession planning

Methods of measuring user satisfaction include:

Call-back or outbound telephone survey After-call survey Personal or group interviews Postal, e-rnail or online surveys

Inclusion of the Service Desk survey in wider IT Satisfaction surveys

Feedback captured in other processes, e.g. Service Level Management reviews

Incident Identification

Incident Management is reactive and cannot be initiated until an Incident has occurred and been reported

Incidents reports can come from Event management Directly via a web interface

A phone call or e-mail from a user via the Service Desk Incident logging

All Incidents must be logged and date/time stamped Incident categorisation

Reflects the exact type of Incident Categories may be multi-level Incident prioritisation

Priority should reflect the urgency and impact of the Incident and be referenced by SLAs

Urgency reflects how quickly a resolution is required

Impact reflects the degree of adverse business effect

The priority may need to be adjusted during the life of the Incident

Major Incident identified at this stage

Problem Management works together with Incident and Change Management to ensure that IT service availability and quality is increased. Problem Management will use the information from Incident Management to identify ways of speeding up resolution times and identifying permanent solutions.

Used for servie request and pre approved services and changes (toner change ,reallocation )

Mainly things that are auto detected and alerted.

Informational categories do not require action and do not represent an exception.

examples a user logs onto an application

a batch job completes successfully.

Warning categories are generated when a service or a device is approaching a threshold.

example memory utilization is currently 65% and

increasing. If it reaches 70% performance will begin to degrade.

Exception categories are typically generated when an OLA target or SLA target has been breached and the business is impacted.

examples server is down

response time is more than 5 seconds (SLA target for acceptable response is 5 seconds or less).

Console Management Defining and using centralized monitoring capabilities

Job Scheduling The management of routine batch or background jobs or scripts

Back-up and Restore On behalf of Technical and Application Management groups and users

Print and Output Management The collation and distribution of all centralized printed or electronic output

Maintenance On behalf of Technical and Application Management

Deming backs up the previous slide as it is a suitable method for ensuring all improvements are well thought out, their objectives are achieved and they are embedded into the organisation in order that they do not "slip back".

Plan

Determine goals and targets

Determine methods of reaching the goals

Do

Education and awareness

Implementation plan

Measure performance Check (Study)

Assess the measurements and report results Act

Take action to standardize or improve the process

Look at your organisations reports and ask:

Why are we reporting?

Are we reporting on the right things

Is anyone using the data?

How long do we need to keep measuring?

Examples:

Improvement

XYZ Computing achieved a 20% reduction in the number of failed changes after implementation of a formal change management process.

Benefits

XYZ Computings 15% reduction in failed changes has saved the company

20,000 in the first year

ROI

The formal Change Management process cost 15,000 to implement, the ROI was therefore 5,000 or 33%

VOI

The implementation of the formal Change Management process freed up resource in the IT department (previously used to rework chnages) which could then utilisedelsewhere.

itil v3 course all

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