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ITpreneurs™ Service Management

WORKBOOK

Service Design release 3.3.0

ITIL® IntermediateITIL® is a registered trademark of AXELOS Limited.

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ITIL Service Design, Classroom course

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No part of this document may be reproduced in any form without the written permission of bothITpreneurs and AXELOS Limited. Permission can be requested at www.ITpreneurs.com [email protected].

Material in this document has been sourced from ITIL® Service Lifecycle Suite 2nd Edition, 2011.

Copyright © ITpreneurs and AXELOS Limited 2014. All rights reserved. Please note that the information contained in this material is subject to change without notice. Furthermore, this material contains proprietary information that is protected by copyright.No part of this material may be photocopied, reproduced, ortranslated to another language without the prior consent ofITpreneurs Nederland B.V. The language used in this course is US English. Our sources ofreference for grammar, syntax, and mechanics are from The Chicago Manual of Style, The American Heritage Dictionary, andthe Microsoft Manual of Style for Technical Publications.

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Contents

i

LIST OF ICONS III

LIST OF ACTIVITIES IV

GENERAL TRANING TIPS NA

ACKNOWLEDGEMENTS VII

FOLLOW US NA

COURSE INTRODUCTION NA

UNIT 1: INTRODUCTION TO SERVICE DESIGN 1

1.2 Scope and Value to the Business 2

1.7 Group/Individual Exercise 2

1.8 SAMPLE TEST QUESTION 3

UNIT 2: SERVICE DESIGN PRINCIPLES 4

2.1 Holistic Service Design 5

2.6.2 Designing Management Information Systems and Tools 6

2.8 Design Constraints 7

2.9 Service-Oriented Architecture 8

2.11 Group/Individual Exercise 10

2.12 Sample Test Question 10

UNIT 3: SERVICE DESIGN PROCESSES – PART 1 11

3.1 DESIGN COORDINATION 12

3.2 SERVICE CATALOGUE MANAGEMENT 13

3.3 SERVICE LEVEL MANAGEMENT 17



4.1.4 POLICIES, PRINCIPLES, AND BASIC CONCEPTS 22

4.1.5 PROCESS ACTIVITIES, METHODS, AND TECHNIQUES 23

4.2.6 TRIGGERS, INPUTS, OUTPUTS, AND INTERFACES 26

4.3.7 CSFs AND KPIs 27


5.1.8 CHALLENGES AND RISKS 29

5.2.5 PROCESS ACTIVITIES, METHODS, AND TECHNIQUES 30

ii

5.2.7 CSFs and KPIs for Successful ISM 31

5.3 GROUP/INDIVIDUAL EXERCISE 32

UNIT 6: SERVICE DESIGN TECHNOLOGY-RELATED ACTIVITIES 34


UNIT 7: ORGANIZING FOR SERVICE DESIGN 36



UNIT 8: TECHNOLOGY CONSIDERATIONS 40

8.3 Sample Test Question 41

UNIT 9: IMPLEMENTATION AND IMPROVEMENT OF SERVICE DESIGN 42

9.4 IMPLEMENTING SERVICE DESIGN 43

9.5 MEASUREMENT OF SERVICE DESIGN 45



UNIT 10: EXAM PREPARATION GUIDE NA

APPENDIX A: CASE STUDY 48

APPENDIX B: MIND MAP EXCERCISE (REFER TO STUDENT REFERENCE MATERIAL) NA

APPENDIX C: GLOSSARY (REFER TO STUDENT REFERENCE MATERIAL) NA

APPENDIX D: SYLLABUS (REFER TO STUDENT REFERENCE MATERIAL) NA

APPENDIX E: ANSWERS 61

APPENDIX F: DIAGRAMS (MACRO VIEW) (REFER TO STUDENT REFERENCE MATERIAL) NA

APPENDIX G: RELEASE NOTES 124

STUDENT FEEDBACK FORM NA

Copyright © ITpreneurs and AXELOS Limited 2014. All rights reserved. iii

LIST OF ICONS

Refers to content that is meant for the instructor to lecture in class

Refers to content that is meant for the student to read on his/her own in class or at home

Refers to information items that are not covered by the instructor in class but help the student understand a particular topic in detail

Refers to a Scenario-Based Activity that the student must do in class or as homework after the completion of a topic or in between a topic

Refers to items or contents that are given in a step-by-step-instruction or checklist format

Refers to an important snippet of information that the instructors should remember to touch upon while conducting an activity or during a lecture

Refers to the simplification of content that was previously difficult to understand or confusing

Refers to an extra piece of information that is not very important but still good to know

Refers to light, conversational snippets of information or that the instructor can use in class to break the monotony of a serious and tedious lecture

Refers to general-knowledge-based information that the instructor can use to provide relief to students during a serious or tedious classroom lecture

Refers to space for the students to take notes

Copyright © ITpreneurs and AXELOS Limited 2014. All rights reserved.iv

LIST OF ACTIVITIES

This course uses a variety of delivery techniques. Each of these techniques is designed to help students not only learn the material but also apply the information. The various techniques used are:

Activity

DescriptionGenerally, the instructor asks students to fill up a blank diagram or to answer given questions in their Workbook.

Brainstorm

DescriptionThis promotes collaborative learning, where the group is encouraged to offer up ideas without analysis and to then finalize the solution after brainstorming.

Compare and Contrast

DescriptionThe class compares and lists the similarities and differences between two concepts or processes.

Concept Jog

DescriptionThe instructor asks a “Rapid-Fire” round of questions to students. The instructor and students discuss the answers in 2 minutes.

Critical Thinking

DescriptionThe students think about a given question(s), write their responses, and present their views in class.

Discussion

DescriptionThe instructor poses questions to guide the students through complex subjects. The discussion assists the students in comprehending complicated topics.

Lecture

DescriptionThis is a traditional method of instruction but is done from the Instructor Guide, not from the PowerPoint presentation. The students are encouraged to follow along in their Student Reference Materials.

Mind Map

DescriptionThe class draws a stepwise list of activities/phases/functions or web of content, for example, processes, functions, activities, steps, and so on. The idea is to map one idea in relation to other ideas, to understand whether or not the students have understood a concept properly.

Copyright © ITpreneurs and AXELOS Limited 2014. All rights reserved. v

Recall, Describe, and List

DescriptionThe class lists as many ideas on or the key points of a previously learned topic, either in the Foundations course or through the course materials.

Role-Play

DescriptionThe instructor and the students play different roles. The instructor assigns roles to the students based on real-life situations/problems and asks them to act out their roles in a problem situation. The students give their views of/solutions to the situation/problem, per the specific roles assigned to them. Role-reversal can also take place where the students act as the instructor and teach the class.

Round-Robin

DescriptionThis is similar to a discussion, except that the conversation goes from one student to the next, and each student must offer up an idea or a concept.

Scenario

DescriptionReal-world cases are used to provide context to apply the ITIL framework. These are particularly valuable when the students are developing a consultative view of a situation and selecting what aspect of ITIL will meet the needs of the scenario.

Self-Study

DescriptionThis is usually used for supplemental material after a topic has been covered. It is also used to create diversification of teaching techniques in order to keep students engaged.

Solve a Common Problem/Risk Mitigation

DescriptionThe class is divided into two groups. Each group notes down a brief, “topic-related” problem. The groups then quiz each other about “how to solve” the given problem.

Teach-Back

DescriptionThis encourages greater retention of topics through self-study and preparation, to teach the concepts back to fellow classmates. The instructor plays a key role to ensure that the teach-back session reflects the appropriate content.

The Big “Why”

DescriptionThe instructor asks “The Big ‘Why’” questions to introduce a <concept/topic/idea> to class. The instructor conducts this activity in a conversational or less formal manner and provides a gist of the entire course/topic(s)/subtopic(s).

Copyright © ITpreneurs and AXELOS Limited 2014. All rights reserved.vi

Think-Pair-Share

DescriptionThe instructor asks the class a question. The students then pair up with a partner to compare or discuss their responses. The instructor calls randomly on a few students to summarize their discussion or give their answer.

Copyright © ITpreneurs and AXELOS Limited 2014. All rights reserved. vii

We would like to sincerely thank the experts who have contributed to and shaped ITpreneurs’ ITIL Intermediate product suite.

ITpreneurs’ Course Reviewers Anessi, Ray - Pangloss Group

Costigan, Michael D - CSC

Mohr, Julie - Blue Print Audits

Vikdal, Mike - Independent

Wigmore, Michael - Independent

Per Ivar Lillebraten - Ciber

Fatih Celen – Impetus Consulting

Townsend, Madeleine – Foster-Melliar, Morvest Professional Services

ITpreneurs’ Course Exercise WritersFoederer, Marcel - ITpreneurs

Mohr, Julie - Blue Print Audits

Vikdal, Mike - Independent

Wigmore, Michael - Independent

ACKNOWLEDGEMENTS

Copyright © ITpreneurs and AXELOS Limited 2014. All rights reserved. 1

Unit1Introduction to Service Design

ITIL Intermediate Certification Level | Service Design

Copyright © ITpreneurs and AXELOS Limited 2014. All rights reserved.2

1.2 SCOPE AND VALUE TO THE BUSINESS

BrainstormQ1. What is the value of Service Design?

Write your answer in the space provided.

Answer:

1.7 GROUP/INDIVIDUAL EXERCISE

ActivityQ1. Identify some key elements of the potential SDP for the kiosk service.


Answer:

Student | ITIL Intermediate Certification Level | Introduction to Service Design


1.8 SAMPLE TEST QUESTION

You are the IT Director. Several years ago, you began to implement Service Management processes, primarily in response to internal issues. You have continued to progress and have implemented a range of Service Management processes, including Change Management and IT Service Continuity Management (ITSCM). A Project Management Office (PMO) predates the newer Service Management processes.

You have been trying to position IT as a strategic partner and raise its profile with the business. You have recently established an IT Steering Group (ISG) with some of the key business opinion leaders. Unfortunately, some participants have seen it as an opportunity to delve into every facet of IT and “finally” hold IT accountable. You are struggling with what should be within the purview of the Internet Service Provider (ISG).

Q1. Which of the following documents are reasonable for the ISG to discuss?

a) Service Portfolio, IT budget, Forward Schedule of Changes (FSC), IT Service continuity plan, project reviews - all could be considered possible topics of discussion at a meeting of the ISG.

b) The ISG should discuss the Service Portfolio, IT budget, IT Service continuity plan, and project reviews. The FSC is part of the Change Management process and so is operational and not strategic.

c) The ISG should discuss the Service Portfolio and the FSC, but not IT Service continuity or project reviews (covered by the PMO).

d) The ISG should discuss only the Service Portfolio. This will ensure that the IT director is able to focus the discussions. The ISG should focus on strategic matters and not get caught up in operational details. The Service Portfolio will contain details of the relationship between IT and the business.


Unit2Service Design Principles

Student | ITIL Intermediate Certification Level | Service Design Principles


2.1 HOLISTIC SERVICE DESIGN

ActivityQ1. Complete the Service composition diagram.

Service compostion

Based on AXELOS ITIL® Service Lifecycle Suite 2nd Edition, 2011. Reproduced under licence from AXELOS.

Q2. Explain the underlying reason of importance of Service Composition.


Answer:



Q3. How to apply this in the situation of the KIOSK service?


Answer:

2.6.2 DESIGNING MANAGEMENT INFORMATION SYSTEMS AND TOOLS

BrainstormQ1. What is Management Information System? Why and how is it used?


Answer:



2.8 DESIGN CONSTRAINTS

ActivityQ1. What business constraints can be considered in the (KIOSK) service?


Answer:

Q2. What Service Strategy constraints need to be considered?


Answer:



Q3. How do these constraints impact your design and how to take them in account?


Answer:

2.9 SERVICE-ORIENTED ARCHITECTURE

BrainstormQ1. Why should a Service Provider use the SOA approach?


Answer:



Q2. How does BSM help an IT Service Provider?


Answer:

Q3. What happens if we don’t follow this approach?


Answer:




ActivityQ1. Discuss the five aspects of design for the kiosk service.


Answer:


The IT department of a large organization has been implementing Service Management processes for a number of years. A number of processes across the Lifecycle have been successfully implemented. The department has assigned and developed Process Owners for these processes. The Process Owners are a motivated and dedicated group who produce a variety of metrics to monitor their processes and support their process improvement plans. The Process Owners, however, do have some concerns about the actual compliance with their processes and are starting to get frustrated.

Not everyone shares the belief that the processes are in good shape and adding value. It is thought that a reassessment of the metrics would help. You are an ITIL consultant and have been asked for advice.

Q1. What would you recommend?

a) These are very mature processes and are well run. While process owners should examine their process for efficiency metrics, the bigger issue is communication. There should be a concerted effort to publicize the ongoing process improvement plans and progress metrics.

b) There are obviously some gaps in the process metrics. Process documentation should be analyzed to make sure that the metrics meet the process objectives and provide the expected value to the business. There is a need for a more complete set of measurements and so, the key stakeholders need to be involved. It is probable that they will have different requirements but there should be an integrated series – a KPI Tree should be developed.

c) The process owners have done a great job of developing metrics for their processes. To build on this, all process metrics should be combined. A data warehouse should be built and supported by a Business Intelligence application. This will allow all users to “slice and dice” to derive the most value from the process metrics.

d) The process metrics would seem to be in good shape but the business view is missing. The best approach for this would be to initiate the development of an executive dashboard to raise the profile of the processes and engage the business.


Unit3Service Design Processes – Part 1



3.1 DESIGN COORDINATION

ActivityQ1. Describe the CSI approach steps for the implementation of the Design Coordination process.

Write your answer in the table provided.

Answer:

CSI approach step Guidance

What is the vision?

Where are we now?

Where do we want to be?

How do we get there?

Did we get there?

How do we keep the momentum going?

Student | ITIL Intermediate Certification Level | Service Design Processes – Part 1


3.2 SERVICE CATALOGUE MANAGEMENT

DiscussionQ1. Define what a Service is in an IT organization. Why is this a Service? Why it should be published

and in which catalogue?


Answer:

Q2. Describe the steps to lay out hierarchy of Services.


Answer:



Q3. Why is the Service Catalogue a key document?


Answer:

The hotel has been operational for a number of years and, until now, it was quite successful in delivering Services to customers.

The number of Services in the hotel has been increasing over the years, and it is time to structure these Services to make it clear what Services the hotel offers and at which levels and costs.

The background for this is the following results of a customer satisfaction survey:

y There is a poor customer satisfaction level related to the quality of Service Delivery from IT.

y Customers do not know what to expect.

y There are no Services defined and there is no Service Catalogue

Harry wants to initiate the SCM process in the hotel organization.



Scenario-Based ActivityQ1. Which different views do we recognize, and what are the differences, especially for the hotel?


Answer:

Q2. What is required in a Service Catalogue?


Answer:



Q3. What are the activities necessary to manage and control the Service Catalogue?


Answer:



3.3 SERVICE LEVEL MANAGEMENT

Read the Royal Hotel Case Study.

Scenario-Based ActivityQ1. Using the Royal Hotel case study, discuss the different types of SLA structures and how the hotel

could use them.


Answer:

Q2. List the advantages and disadvantages of each approach. Which structure you would recommend? And why would you recommend this structure?


Answer:

Type Advantages Disadvantages

Service-based SLA




Customer-based SLA

Multilevel SLA



ActivityQ1. List the triggers, inputs, and outputs of SLM.


Sample Answer:

Triggers Inputs Outputs




Your organization has a long history with Service Operations processes, such as Event Management, Incident Management, and the Service Desk. These processes are very well established and respected. Some of the Service Transition processes, for example, Configuration Management (including a CMS) and Change Management are also well underway. You are starting to reach out to the business and have a Service Catalogue initiative. You have been working with the Business Units to document requirements. They are very receptive and eager. You have just discovered that the technical folks have a great deal of information about the Services that allow them to support the Services. While you are aware of the concept of a Technical Service Catalogue (TSC) and a Business Service Catalogue (BSC), you are unsure of what to do.

Q1. Which of the following should you consider?

a) You should focus on continuing to develop the BSC. It is not necessary to have a TSC and the TSC would not be available to customers anyway. Also, the operational processes are working well, so it is not a concern.

b) You should continue working with the business to develop the BSC. You should also make sure that the TSC is formalized and the information is contained in the CMS.

c) Fortunately, the Business Unit has just attended a presentation on an automated Service Catalogue Management solution. It will tie directly into a Request Management system that the Business Unit is very high on.

d) You look to integrate the BSC and TSC into a holistic Service Catalogue. It is not entirely necessary to integrate all of them into the CMS immediately, although any potential duplication needs to be addressed. It is important that everyone in the organization accepts and helps maintain this information.


Unit4Service Design Processes – Part 2



4.1.4 POLICIES, PRINCIPLES, AND BASIC CONCEPTS

During a recent meeting with the hotel owner (Harry), the General Manager (James) discussed the success of the recently launched kiosk service. During the discussion, it was discovered that Harry had been speaking with the Sales and Marketing Manager (Nee) and was looking to expand the Service to include many more local restaurant owners, music downloads, access to the Internet, laundry services, and so on. James was growing concerned because his plans for the kiosk service were based upon the current maximum occupancy of the hotel and a group of select services, such as spa, pool, and restaurants.

The expansion proposed by Harry indicates that the kiosk service will need to change.

Scenario-Based ActivityQ1. Analyze and explain how BCM, SCM, and CCM can assist James in planning for the expansion of

the kiosk service.


Answer:

BCM SCM CCM



4.1.5 PROCESS ACTIVITIES, METHODS, AND TECHNIQUES

ActivityQ1. Can you relate an example of a situation in your organization when you analyzed a Service

failure and found that there was no lack of capacity or over-utilization of components?


Answer:

ActivityQ2. Can you relate an instance from your organization when the design or coding of an application

was faulty and, consequently, the failure could not be resolved by the CCM process? What did you do to resolve the Problem?


Answer:



DAI Corp. is a Singapore-based private company. The company implemented a Web site monitoring Service from an external supplier on their major Web site, DAInet. The monitoring Service was to provide automatic alarms on the availability and responsiveness of the DAInet site.

After a few days of implementing the monitoring Service, DAI found that the availability and speed of the monitoring points were lower than those of the Web site being monitored.

DAI did not ensure that the Service levels and performance commitments of the monitoring Service were in excess of those of the monitored DAInet site.

The result was that the figures produced by the Service were of the availability and responsiveness of the monitoring Service itself and not the monitored DAI Web site.

Scenario-Based ActivityQ1. Identify the type of monitoring and measuring systems DAI Corp. must use to monitor DAInet

successfully.


Answer:

Measuring Systems

Specific Code Within Client/Server Application Software

Robotic Scripted System



Distributed Agent-Monitoring Software

Specific, Passive Monitoring Systems

To predict the behavior of the kiosk service under a given volume and variety of work, the General Manager (James) needs to understand the difference between the different modeling and trending techniques and how they can be used to help manage the new kiosk service.

Scenario-Based Activity

Q1. Match the description on the left with the correct technique on the right.

Match the following.

Creating a model of the current performance of the kiosk service to have a comparison point to answer the “what-if ” type of question when changing or enhancing the kiosk service

Analyzing the utilization of the kiosk in the main lobby over the past 6 months to understand its current usage and predict how it might change in the future

Using a computer system and mathematical techniques that represent the behavior of the kiosk system, which can then be used to understand and calculate response times

Sizing the new application and predicting the effects of the required Changes to the kiosk service



Q2. Give an example of this technique used in your company and why did you use this technique.


Answer:

4.2.6 TRIGGERS, INPUTS, OUTPUTS, AND INTERFACES

ActivityQ1. What is the value to the business implementing Availability Process for the case study?


Answer:



Q2. Describe the most important relationships with other processes and why these are important.


Answer:

4.3.7 CSFs AND KPIs

ActivityQ1. Using the Royal Hotel case study, list the CSFs and KPIs of the Supplier Management process.


Answer:


Unit5Service Design Processes — Part 3

Student | ITIL Intermediate Certification Level | Service Design Processes — Part 3


5.1.8 CHALLENGES AND RISKS

Brainstorm

The company decides to install a BCM committee. Q1. Who will be in this committee?


Answer:

Q2. What activities will you involve the BCM?


Answer:




Information security must be an integral part of the new kiosk service, and it is an ongoing process that will need to be continuously managed using a set of security controls. When a security Incident is detected, the IT staff at the hotel will have to implement suitable measures.

Scenario-Based ActivityQ1. Based on the case study or your own situation, provide instances for each measure of security:

preventive, reductive, detective, repressive, or corrective.

Type of Measure Description

To prevent unauthorized access, the IT management has made the decision to only allow a laptop to attempt to log on to the kiosk service remotely three times before blocking the guest automatically. In addition, when customers use their room key at a kiosk, the key will be disabled after three incorrect attempts to enter the PIN number.

The hotel’s IT staff have decided to only allow a limited group of people at the hotel to have administrative rights to the kiosk service. They believe that this measure will help prevent unauthorized access to the new Service.

The vendor has agreed to develop a feature where in the event that a kiosk service becomes unavailable, a system reboot can be initiated and the system will then be restored to the previous stable state.

James has requested that to be prepared and minimize the loss of customer-sensitive data, the vendor should conduct daily backups of the customer database from the kiosk service offsite and store them away from the actual system.

The vendor has recommended that it should establish monitoring and have it set up to automatically alert James in the event of a security-related Incident.



5.2.7 CSFs AND KPIs FOR SUCCESSFUL ISM

ActivityQ1. List the CSFs and KPIs of the ISM process relevant for the Royal Hotel.


Answer:

Q2. Justify why did you choose the respective CSF and KPI and why is it relevant for the Royal Hotel?


Answer:




To help handle the increase in guest traffic while improving the guest experience, the Royal has decided to install and commission kiosks to provide guests with a self-service capability. The kiosks will enable guests to book services at the spa, book a scuba lesson at the pool, and get printed information, such as maps and coupons to local restaurants.

The new system uses the guest’s room entry card extensively. The rationale is that the guests must have their room key to be able to get into their room. So, in almost all situations at the hotel, it is reasonable to expect the guests to have their room card with them. The first important aspect of the card is that it authenticates who the guests are. The cards will also have the capability to have new or updated information written to them by the kiosk hardware. While this is a great advance for the Royal, the kiosks rely on IT, so there are many issues that need to be thought through before they go live.

Through a previous hotel loyalty program, customers were given paper coupons for using additional Services around the pool, such as the sauna or for free meals and drinks. Unfortunately, the customers kept losing these paper coupons frequently and complained that there must be a better way to manage these perks of membership. The use of room cards combined with the kiosk functionality should be the solution to this situation.

In addition to kiosks, the Royal wants to allow guests who are using their laptops in their rooms (an ever-increasing number) to be able to do all the functions that are available from the kiosk. A big difference between the two situations is that when using a laptop, there is no way to update the guest room access card, although the application can link the ordered Services to a particular room.

Scenario-Based ActivityQ1. Discuss and create a BIA.


Answer:



Q2. Develop a Risk profile for the kiosk service. Brainstorm potential Risks and plot them on a Risk profile. Determine the acceptable Risk quadrant.


Answer:


Unit6Service Design

Technology-Related Activities

Student | ITIL Intermediate Certification Level | Service Design Technology-Related Activities



ActivityQ1. Develop a possible approach to develop the requirements for the kiosk service.


Answer:


Unit7Organizing For Service Design

Student | ITIL Intermediate Certification Level | Organizing For Service Design



ActivityQ1. Which Service Design roles should be considered during the implementation of the kiosk service

and the move to Service Management, and how should the Royal approach any organizational changes needed?


Answer:

Q2. Create a RACI chart and give a description of all the roles and responsibilities of these Service Design roles.


Answer:




You are the Program Director for the Service Management initiative. You have successfully overseen the implementation of Service Catalogue Management, Incident Management, the Service Desk, IT Service Continuity Management (ITSCM), Availability Management, and Configuration Management. Business Relationship Managers have just been introduced to work better with the business.

The CIO has recently got some feedback from the Business Relationship Managers and the business that they are confused and somewhat frustrated. A number of the processes seem to have/want information about business criticality. This includes Availability Management - Vital Business Functions (VBF), ITSCM - BIA, Service Catalogue Management - Service Catalogue, and Incident Management - Priority and Configuration Management Database (CMDB). She is looking for advice on how to proceed.

Q1. Review the following RACI charts and suggest which one is best suited to the given scenario.

A Business Relationship Managers

Service Catalogue Manager

Service Desk

Availability Manager

IT Service Continuity Manager

Configuration Manager

Finance Manager

Approve Service Catalogue

R A R C C C I

Conduct BIA R R C R A C C

Approve SLA A C C C C I I

Determine priority classification

C R A C C R I

Conduct VBF analysis R R C AR R I I

B Business Relationship Managers


Service Desk




Finance Manager


R A R C C C I


Approve SLA C C C C C I I


R R A C C R I

Student | ITIL Intermediate Certification Level | Organizing For Service Design


B Business Relationship Managers


Service Desk




Finance Manager

Conduct VBF analysis R R C AR A I I

C Business Relationship Managers


Service Desk




Finance Manager


R A C C C C I




C R A C C R I

Conduct VBF analysis R R R AR R R R

D Business Relationship Managers


Service Desk




Finance Manager


R A R C C C I

Conduct BIA R R C A R C I



R R A C C R I



Unit8Technology Considerations

Student | ITIL Intermediate Certification Level | Technology Considerations



The business climate is fairly tight. There are cost pressures, and any expenditure is carefully scrutinized and must show value. You have been exposed to ITIL and have been working with a “bottom-up” implementation. Your IT organization is struggling to prove its worth to the business. Your latest Service Management initiatives have revolved around building a Service Catalogue and developing SLAs. The focus is also turning toward technology to support Service Management.

The Help Desk has been well served by their historical Incident-tracking tool. You have had a very positive experience with the tool and vendor. The vendor has aligned with ITIL and has provided some incremental updates that have moved in this direction. Their new version looks to be fully compliant and they are looking to increase their market visibility by showcasing some “name” accounts. Given the long-term nature of the relationship, this is a possibility and so the upgrade should be relatively inexpensive.

The Project Manager of the Service Catalogue and SLA initiative has also developed a solid business case for a specialty tool to handle this functionality. This has a great deal of political support from both the senior IT management and the business.

The Purchase department also has a corporate-wide project to achieve cost reductions through improved Supplier Management.

A number of vendors have also been showcasing their integrated tools and trumpeting the business benefits of Business System Management (BSM). One of your competitors is in the middle of this type of implementation.

You have just been appointed Program Manager for Service Management, and the CIO wants some answers about your recommended direction.

Q1. What would be your approach?

a) You need a quick win. You should upgrade the current Help Desk tool to the new version. By partnering with the vendor, you can leverage your internal expertise and minimize costs. The new version should map to your future requirements.

b) You decide to move forward with a best-practice BSM approach. Your earlier success with process implementations shows that the organization will be receptive. The BSM technology, with graphical views, support for the Balanced Scorecard, and so on, all in a single integrated tool, will help define processes and ensure compliance. It will also gain significant business support.

c) You have a number of competing technology options but your process strategy is unclear. You need to ensure your executive-level support and formalize a project. Developing the requirements will mean that you need to clarify the Service Delivery model and process needs. It is probable that you will have to prioritize the implementation, so a formal approach would be beneficial.

d) You decide that you should solidify the progress that has been made with the process work. After the processes are solid, you can begin to explore tool options. You expect this will be well received as being pragmatic, given the economic challenges.


Unit9Implementation and Improvement

of Service Design

Student | ITIL Intermediate Certification Level | Implementation and Improvement of Service


9.4 IMPLEMENTING SERVICE DESIGN

DiscussionQ1. List the outcomes of the “where do we want to be?” stage.


Answer:

Q2. List the planned content of the “how do we get there?” stage.


Answer:



Q3. State the ideal future state of the “how can we tell when we have got there?” stage. Why should you conduct tests and analysis?


Answer:

Q4. State the purpose of the “how do we keep going?” stage.


Answer:



9.5 MEASUREMENT OF SERVICE DESIGN

BrainstormLet us brainstorm on the following question:

Discuss the prerequisites for the success of Service Design.

Q1. Create a high level implementation plan, including the CSI approach steps.


Sample Answer:

Q2. Which ITSM process should you implement first?


Sample Answer:




ActivityQ1. Develop a suggested measurement approach and metrics for the kiosk service.


Answer:

Q2. Who is reviewing each measure?


Answer:



Q3. What improvement action can you expect at each measurement?


Answer:


Over the past several years, the IT organization of a midsized retail business has implemented a number of ITIL processes. Its Service Desk routinely receives good reviews from customers, and the Incident Management process is very robust. The technical staff have spent a lot of time on developing an effective Event Management process to further strengthen their management of infrastructure. They have also made good use of Configuration Management and the Configuration Management Database (CMDB). These successes have encouraged them to push for Availability and Capacity Management as the next step. They see these as a way to control unrealistic expectations from the business. This apparent tension between IT and the business is troubling. A new CIO has also determined that there may be underlying problems with the business relationship.

Q1. As an ITIL consultant engaged by the CIO, what would you recommend?

a) Push ahead with formal Availability and Capacity Management processes. Obviously, the technical IT staff are leading the transition and you want to leverage their enthusiasm and expertise.

b) The relationship with the business should be the priority. To manage expectations and communicate clearly, you should change focus and develop an SLM process resulting in SLAs.

c) You suggest the role of Business Relationship Managers (BRMs) to develop the interface between the business and IT. While the BRMs can focus on developing a Business Service Catalogue, you should leverage Configuration Management to document the technical understanding of supporting services or Technical Service Catalogue. An integrated Service Catalogue will be the basis for developing SLAs.

d) Developing a new role of BRM will begin to gather business needs. These need to be communicated to the IT staff so they can understand the needs. The development of a Business Service Catalogue should be a priority.



THEROYAL

CHAO PHRAYAHOTEL

THE HOTEL CHALLENGES ORG. CHART MANAGEMENT & STAFF

Disclaimer: Any resemblance to real persons, living or dead, is purely coincidental.

ITIL Intermediate Certification Level | Case Study


THEROYAL

CHAO PHRAYAHOTEL

The Royal Chao Phraya Hotel (nicknamed the Royal) is a city hotel situated on the banks of the Chao Phraya river in Bangkok.

Built in 1983 by the Chinese-Thai businessman, Teck-Wee Lim (Harry Lim to his friends), its 32 floors have been a fixture on the city skyline for almost 25 years. The Royal is modeled after its neighbor, the historic Oriental Hotel. Its dominance on the five-star hotel market is increasingly challenged by many newcomers, such as the Peninsular (1998) and the Royal Orchid Sheraton (remodeled in 2001), some with the backing of multinational brands.

As the competition has grown over the past 10 years, it is becoming more difficult to achieve the occupancy rate that the hotel is used to while maintaining its target room rates, which vary from $145 to $445.

Despite the newfound rivalry, the Royal is well appreciated by its guests, many of whom are repeat business customers.

As a rule of thumb, from May through October, the guests are mostly business visitors while November through April and most weekends tend to be dominated by tourists. The Royal has always had a considerable advantage over other five-star hotels through its connection with the Saphan Taksin Conference Center.

This is because the Revenue per Available Room (RevPar) from conference attendees is, on an average, 30-50% higher than that from regular hotel guests. This is especially true when conferences are organized for medical, legal, insurance, or IT professionals, who spend up to three times the amount a regular hotel guest does on lodging and ancillary services.

As a city hotel, the Royal depends on good access to public transport. It is less than 100 yards from Bangkok’s upscale sky train service (BTS), which allows guests to reach the most attractive parts of the city comfortably, quickly, and safely. It also has its own boat service offering guests river tours as well astrips to more exotic parts of the city, such as the floating market.



FACILITIES

Rating:

Business center, restaurants, bar, fitness center with sauna and spa, and outdoor pool

Signature restaurant Heavenly 33

Lobby bar Sugar Reef

Smoking Club Harry’s

Four restaurants Leased to outside companies

FACTSHEET

Rooms 340

Standard 130

Sky View 80

Sky Executive 130

The average guest stays 3.5 days at the hotel.

PERSONNEL

Over 200 people work at the hotel, with only the front desk employing 70 people, 24 of whom work in shifts in guest services and reception.

The average staff attrition is 30% per year. So, on an average, a complete replacement of personnel is seen every 3 years. Of course, in reality, a core team of employees has worked at the hotel for many years. In fact, 32 staff members have celebrated over 20 years of service at the Royal.

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THE BUSINESS CHALLENGES THAT LEAD TO IT CHALLENGES

SERVICE QUALITY

The General Manager (James) recently sponsored a thesis project on service quality from the Hospitality School of the University of Queensland at the hotel. The results were a shock to the management. In the 1 month that the project ran, 73 critical incidents resulting in unhappy guests were discovered.

The students found that 50% of the complaints concerned discrepancies in guest expectations and services offered. Thirty-five percent were actual service failures, such as over-booking or the incorrect fulfillment of a guest’s request; and about 13% were described as “demanding guests” whose requests were excessive and whose judgment was harsh, even by objective, fair standards.

James and the Manager - Rooms Division (Dimitri) are particularly concerned about the 85% of complaints that were considered avoidable. Further analysis has revealed that 50% of these complaints originated in the early stages of the stay and, consequently, meant revenue was lost because clients opted to shorten their stay or cancel altogether.

The report also found that the Royal, while employing a number of gifted and highly motivated personnel, did not have a structured Service Recovery or Compensation plan. In fact, some of the complaints were because of the guests’ perception that some of them were treated differently (better) when they complained about similar incidents.

NEW FORMS OF COMPETITION

The Royal has made its mark as a city hotel, but its leading competitors from the chains are winning some of its clients by assembling different tourist experiences from various Thai hotels into one package.

For example, some clients are spending 3 days in Bangkok and then a number of days in the luscious countryside of Chiang Mai with its vibrant local markets and elephant treks or perhaps one of the islands such as Ko Samui or Ko Phi Phi.

Conference guests traveling with their spouse or entire family are particularly attracted to this offering. The Royal’s management is actively looking at how new services can be introduced into the portfolio to combat this erosion of the valuable repeat/conference guests.

SCALABILITY

Another challenge for the Royal is partially due to its own successful collaboration with the Saphan Taksin Conference Center. Building on the success of the past 10 years, Saphan Taksin has recently decided to expand its conference facility by 70%. This will lead to a peak demand for accommodation in excess of 1,100 rooms. The Royal has the land and the financial means to expand, but this type of move requires investment from the holding company. While James is concerned that the Royal hasn’t really analyzed this new developmentsufficiently, the hotel owner (Harry) is convinced that Saphan Taksin will never achieve its goal of attracting so many more new conference guests.



THE ROYAL’S RESPONSE TO BUSINESS AND IT CHALLENGES

THE KIOSK SOLUTION

To help handle the increase in guest traffic while improving the guest experience, the Royal has decided to install and commission kiosks to provide guests with the self-service capability. The kiosks will enable guests to book services at the spa, book a scuba lesson in the pool, get printed information, such as maps and coupons to local restaurants, and so on.

The new system uses the guest’s room entry card extensively. The rationale is that guests must have their room key to be able to get into their room. So, in almost all situations at the hotel, it is reasonable to expect the guests to have their room card with them. The most important aspect of the card is that it authenticates who the guests are. The cards will also have the capability to have new or updated information written to them by the kiosk hardware. While this is a great advance for the Royal, kiosks rely on IT, so there are many issues that need to be thought through before they go live.

Through a previous hotel loyalty program, customers were given paper coupons for using additional services around the pool such as the sauna or for free meals and drinks. Unfortunately, the customers kept losing these paper coupons frequently and complained that there must be a better way to manage these perks of membership. The use of room cards combined with the kiosk functionality should be the solution to this situation.

In addition to kiosks, the Royal wants to allow guests who are using their laptops in their rooms (an ever-increasing number) to be able to do all the functions that are available from the kiosk. One big difference between the two situations is that whenusing a laptop, there is no way to update the guest room access card, although the application can link the ordered services to a particular room.



NONESSENTIAL READING BACKGROUND INFORMATION

HOW IT ALL BEGAN

THE OWNER

TECK-WEE LIM (HARRY)

Harry Lim made his money as a silk trader in the 1970s. His original business was based on trading in cheap and cheerful clothing aimed at the tourists passing through Bangkok. His company’s success accelerated when Ralph Lauren signed up one of his textile factories in Udon Thani to produce suits, under contract to the Lauren brand, for export to the US. Since then, Harry hasn’t looked back.

In 1981, one of his creditors had severe financial difficulties and to clear his debt, Harry took on the Royal Chao Phraya Hotel as payment. At the time, the Royal was a partially completed hotel at a superb location. Harry financed the completion of the hotel and threw open the Royal in 1983.

Harry is a very cautious and astute businessman. He does not really understand the intricacies of the hospitality industry, so he works on the simple premise that quality works. “The guests are always right, so get the right guest and treat them right, and you will be successful.” Harry does not like spending on things that are not visible to the customer. As a result, while his Smoking Club is ostentatious, with leather chairs, teak finishing, and gold trimmings, there has been little investment in supporting infrastructure, such as IT applications.



THE ORG. CHART

TECK-WEE LIM

(HARRY)

Owner

AKKARAT LIM

(JAMES)

General Manager

DIMITRI VAN RIJN

(DIMITRI)

Manager

Rooms Division

CHE INGLESIAS

(CHE)

Manager

Food & Beverage

KIET APILUKTOYANUNT

(PAP)

Manager

Engineering

KANYA UNGVICHIAN

(NEE)

Manager

Sales & Marketing

SUVARNA

Manager

Recreational Services

KATSUSHI

FUJIYAMA

Manager

Finance

STU

MILLER

Manager

Human Resources

DANIAL KIDWAI

(DAN)

Maintenance

Chief

ISABEL O’HARA

Front Office and

Business Center Head

MARY

SANCHEZ

Executive

Housekeeper

JUANITA

SANCHEZ

Accountant

YVETTE

LEROUX

Chef

JEAN

Assistant

Chef



THE MANAGEMENT

THE GENERAL MANAGER

AKKARAT LIM (JAMES)

James is Harry’s second son. It was always Harry’s intent for James to take on the hotel business. After attending the Harrow School in Bangkok, James went on to study at the International Hotel and Tourism Industry Management School in Bangkok. On completion, he attended the New York University’s Preston Robert Tisch Center for Hospitality, Tourism, and Sports Management, where he graduated with MSc Honors in 1997.

James has inherited his Thai mother’s free spirit. His mother, Isra Sangsirithorn (everyone calls her Elle), was raised on the Thai island of Ko Pha Ngan and has always been an extrovert lover of life, somewhat balancing her husband’s more-cautious, introvert character.

James is now 36 and keen to escape his father’s yoke and really modernize the hotel. James, who can sense the winds of change in the industry, is now actively challenging the natural thrift of Mr. Lim, which helped build the Royal Chao Phraya Hotel.

His comparative youth, modern outlook, and the islanders’ love of enjoying the moment makes it somewhat frustrating for him to keep his plans for expansion and personnel changes in check.

MANAGER — ROOMS DIVISION

DIMITRI VAN RIJN

The biggest job at the Royal is arguably that of Manager — Rooms Division. Harry knew early on that he needed real expertise to take on this task and has always filled it with Dutch graduates from the well-respected Maastricht Hotel Management School in Holland.

Dimitri is the fourth graduate from the school to take on this role. He is typically Dutch in his focus on being practical and pragmatic. He also believes that it is important to be very close to his employees, through his empowered and collaborative approach to management. That doesn’t always work in the traditional Asian culture, and Dimitri is often at odds with Harry, who doesn’t ever trust employees who aren’t family. The staff, frequently from the rural province of Isan, don’t quite know what to make of the eccentric Dutchman and his unusual style!



MANAGER — FOOD AND BEVERAGE

CHE IGLESIAS

Che is a flamboyant man of Cuban descent, whose parents fled to Florida in the 1960s. Preferring the slow rhythm of the tropics, he is a natural counter-balance to the ever-energetic Dimitri. Harry and Che share a love for cigars and believe that spending lavishly on guests is key to success. Che has not had any formal training in this role and, as a result, does not make use of regular F&B metrics, such as the Pour/Cost percentage1 for efficiency in the bar.

Che has grown through the ranks after settling in Bangkok while on a post-graduation, sabbatical world tour. He worked as a waiter and short-order cook in Miami while working his way through his BBA at the University of Miami. This limited exposure to the business and strong support from Harry has enabled Che to muddle through as F&B Manager. His day begins a little later than that of all other personnel and a siesta is always on the schedule,— “why kill yourself working today when you will only miss the party tomorrow?”

MANAGER — ENGINEERING

KIET APILUKTOYANUNT (PAP)

Pap is a cautious engineer who graduated from the prestigious Chulalongkong University. He is a very good technical engineer who takes his work seriously. He believes passionately in quality but, as a result, some of his tasks take longer to complete than guests expect. Pap hasn’t traveled outside of the country other than on vacation, and he isn’t very comfortable with English or conversing with foreign guests.

Like many Thai, Pap does not like any form of confrontation. Consequently, he sometimes finds himself promising things to guests or colleagues to avoid an issue and then being “unavailable” in the event that he cannot deliver on the promise.

Dimitri and James would like to bring in someone who is more comfortable dealing with international guests to work with Pap. To some extent, Dan Kidwai, the maintenance chief with his experience in South East Asia is a help. However, he prefers to stick to his beloved machines rather than to engage with guests. The problem is that Pap would see that as a loss of face, and because he is Elle’s cousin, he has significant support.

1. The pour cost percentage is determined by dividing the cost of goods sold by sales (portion cost/selling price). Consequently, a 20% pour cost means that it costs the taxpayer $.20 to generate $1.00 of liquor sales, which translates to a gross profit margin of 80% and a markup on cost of 400%.



MANAGER — MARKETING AND SALES

KANYA UNGVICHIAN (NEE)

Nee is a young, well-connected, confident professional. She originally studied finance but quickly found out that she has flair with customers. She studied economics at Harvard in the United States and received an MBA in Europe.

Her family consists of well-connected traders, and Nee has successfully tapped into their network of friends and relatives to ensure a steady stream of clients for the Royal. In addition, many of her former classmates are active in the medical, legal, and IT sectors. These contacts give her access to lucrative conference and banquet events.

MANAGER — RECREATIONAL SERVICES

SUVARNA

Suvarna is the darling of the Royal. She just appeared at Harry’s door one day, confidently asking for a chance to set up a small massage facility. This has since grown into a significant recreational facility. No one seems to know her full name or how old she really is. “It didn’t seem polite to ask,” Harry is fond of saying.

Suvarna is charming and elegant; she is a former champion swimmer who learned her trade at the prestigious Tettucio spa in Montecatini, Italy. Her next ambition is to set up a fully equipped daycare center, but Harry does not see the need for such innovation. “Crying babies would just disturb the other guests and our own staff would probably bring all their children from the provinces and crowd the place up.”

MANAGER — HUMAN RESOURCES

STU MILLER

Stu is a colorful American who moved to Thailand with his partner in 2001, after 9/11. The tragedy in New York altered his view of the meaning of life. He wanted to tone down his existence in the fast lane, and Thailand seemed a good place to go. Ultimately, Stu wants to move to one of the islands and open his own resort. He

somehow finds it difficult to escape the trendy excitement of Bangkok, even though, after New York, it still seems provincial in many ways.

Stu has a PhD in education and feels a little underutilized in his current role, but it is a good job and he likes the interplay of cultures that make up his portfolio.

MANAGER — FINANCE

KATSUSHI FUJIYAMA

Fujiyama-san is Japanese and a trained accountant who has worked in many different fields, including IT and education, before settling in his current role. Fujiyama-san met Harry many years ago in Tokyo when Harry was negotiating an export deal with a Japanese importer and Fujiyama-san was the negotiator. Harry was so impressed, he made an offer that “could not be refused,” and Fujiyama-san has now worked at the Royal for 6 years.

While Fujiyama-san is serious and conscientious about his tasks, he also loves to have fun outside of the office. He can often be found with Che and Harry at the Amadis, an upscale Karaoke bar, or at one of the prestigious sake bars, such as Wasabi, in town.



THE STAFF

FRONT OFFICE AND BUSINESS CENTER HEAD

ISABEL O’HARA

Responsible for the front office, including the lobby, Isabel plays a key role at the Royal. In fact, her energy and love of technology is what made both Harry and James give her additional charge of the business center and the coffee shop, which James envisages as an informal chill-out zone for the business guests and the young, techno-savvy tourists. A whirlwind of energy, she is literally wherever the action is, and as some might say, if there is no action, she creates it!

Isabel believes in personal attention and keeping tight control over every customer interaction. No detail is too small to escape her notice, so much so that her team is now happy for her to take on the responsibility of every decision because their initiative seems unwanted. Small wonder then that she is exhausted at the end of the day and wonders how much more she can manage just by herself! Advice she has received includes adjusting her intense approach or face a possible burnout. These days, she barely has time for jazz and is usually too tired for scuba diving, her favorite leisure activities.

CHEF AND ASSISTANT CHEF

YVETTE LEROUX AND JEAN

Madame Yvette Leroux is an institution at the Royal. She can literally change the mood at any time, especially if her decisions are not accepted. Mme. Yvette is a gifted chef and a master of several types of cuisine. “Food,” she proclaims, “can be cooked by anyone, but only the French make it divine.” The management is only too happy to humor her, given the mouth-watering food she conjures up, including her unbeatable range of pastries.

But, Che knows how many anxious moments she gives her team as she ponders and broods over her menu till the last moment, and then spews forth the list of provisions she needs. The fresh seafood, vegetables, and fruits that she insists on are purchased from the local market at Saphan Mai, an hour away. This has led to a popular local tradition called the Royal Grand Prix.

THE ROYAL GRAND PRIX

A group of local vendors, preselected through years of experience, is in a state of high alert. The hotel van, with Mme. Yvette’s young assistant — Jean — pacing, cell phone in hand, is on standby. The moment the phone rings and the instructions are noted, the vendors swing into action and the loading frenzy begins.

Within minutes, the van is loaded and Jean’s speed on the Royal Grand Prix is unrivalled. There is a discreet betting ring that lays odds on how long it will take Jean to make it back to the hotel. There was even talk of turning this into a professional race till the otherwise easy-going police nipped such ideas in the bud.



Jean, with Che’s tacit support, has made some not-so-subtle suggestions about making this a weekly, and not a daily, ritual — not least because of the expense. However, till now, no action has been taken to resolve this issue.

Knowing he is facing a formidable adversary, Che is quietly pushing for the upgrade of the coffee shop, offering a variety of food that can be served quickly and Wi-Fi areas for the business guest. At least publicly, Madame Yvette remains unconcerned about the threat from the coffee shop and the other “fast-food” ideas of James.

EXECUTIVE HOUSEKEEPER

MARY SANCHEZ

The elder of the two Sanchez sisters, Mary is a perfectionist who is intolerant of any sloppiness. Her white-glove inspections would do credit to a drill sergeant of the Marine Corps — one reason why the entire staff trembles in her presence.

Nobody doubts her integrity; however, it is her impossibly high standards that often terrify the housekeeping team.

Mary has a passion for flowers, her favorite being the rare Parrot flower, and counts the elderly gardener, with whom she has coffee at 11 am every day, as among her few friends. Very thorough with her planning, control, and instructions, she is at her wits’ end with the increasing number of complaints about housekeeping. No amount of repeated instructions or scolding seems to make a difference to the personnel.

ACCOUNTANT

JUANITA SANCHEZ

Juanita Sanchez is the younger, fun-loving sister of Mary. Juanita’s encouraging manner goes a long way to energize the young people at the Royal with her natural leadership qualities. The confidant of many of the younger girls, including and especially in Housekeeping, she is often caught between two contradictory influences. On the one hand is her loyalty and affection for her older sister, and on the other is her growing concern that the quality of service for which Housekeeping was known is slipping.

Much better with people and figures than her elder sister, she is contemplating a formal course in management (apart from her basic qualification in accounting) because she feels that qualifications, savvy, and experience are never enough in an increasingly competitive world.

Juanita is a firm friend of the Business Center Head, Isabel O’Hara, who has not only helped her explore technology, but with whom she spends time as a student, learning all things fun, educational, and practical online.



MAINTENANCE CHIEF

DANIAL KIDWAI (Dan)

Dan is a stocky, quiet, 37-year old, who loves to work with machinery. As his seniority increases, he resents the time he needs to spend in meetings and drafting memos and seeks every opportunity to get his hands “dirty.” He is happiest with a flask of tea and his tool kit.

However, he is smart enough to realize that growth means that he either sets up his own “shop” or he grows in the hotel hierarchy. With a big, extended family dependent on him, the former option is more risky.

His grandparents migrated from Dhaka, Bangladesh, to Myanmar, and finally reached Thailand. He has come up the hard way, and educated himself at night school, leading to an Engineering diploma, while working during the day.

He has worked for several establishments, including a business center in Indonesia, a hotel in Thailand, and a resort in Malaysia.

He is respected by his staff for his mechanical skill and his ability to insulate them from the management. In turn, the management respects Dan’s ability to get along with his people, and his “noiseless” ability to get things done. Despite his quiet demeanor, he is very effective at negotiating with vendors.

Dan likes listening to folk songs in his mother tongue, Bangla, and enjoys playing football on the weekend. When not wearing overalls, simple cottons are his preferred mode of dress.

Student | ITIL Intermediate Certification Level | Answers


1.2 SCOPE AND VALUE TO THE BUSINESS

BrainstormQ1. What is the value of Service Design?

Sample Answer:

Here the students really need to express the added value of Service Design. They can express using theory mentioned in this chapter: the benefits of Service Design. What is in it for the business they may quantify the benefits in order to convince the CIO, use current challenges, or use the intangible benefits and value.


ActivityQ1. Identify some key elements of the potential SAC for the kiosk service.

Sample Answer:

SAC must be developed as part of the SDP. SAC is a set of criteria used to ensure that the Service meets its expected functionality and quality and that the Service Provider is ready to deliver the new Service after its deployment. Appendix B outlines some of the suggested contents of the SAC. A number of these items need to be in place or considered for any technology implementation. They are all important in any organization committed to Service Management. Even in the case of the Royal, which is a fairly immature organization, some of these items are critical. As the Royal moves toward Service Management, some areas will grow in importance, and a greater degree of detail, formal acceptance, and approval will be required. In particular, some will be clearly aligned with business strategies or objectives. The corporate culture will also determine the exact nature of the SAC. Areas such as acceptable Risk level, need for financial justifications, and so on will drive the focus. However, for any Service, some areas of the SAC will be needed to ensure success.

The kiosk service moves the Royal in a new direction. This Service is very customer (guest) oriented, and customers will interact directly with it. Their perception of value will directly determine success. These will be the key areas of focus.

The Service will also involve specialized hardware and software that will interact with the current infrastructure. Because the new hardware/software is very specialized, it can be expected that it will be delivered and supported by third parties. Any necessary contracts with suppliers should be in place.

It will be important to ensure that the schedule, including the “go-live” and guarantee periods, have been agreed upon. The schedule needs to be communicated to ensure that there is awareness throughout the hotel. This communication is important because marketing of the Service will be needed to maximize its effectiveness.

The Royal is a fairly immature organization (lacking in processes), but a number of areas should be addressed even if formal processes are not present.

The most important area is around SLAs and SLRs. There must be a common (documented) understanding that has been reviewed, revised, and agreed upon with all concerned parties. In addition to the third-party providers on board, care should be taken to ensure that the appropriate business managers signed off acceptance of the new Service. They will have a major Impact not only on the success of the Service but also on the perception of the Service.

Ideally, measures of success will be captured in the SLA/SLR. The ability to measure, monitor, and report on these should be built in before deployment. This is an important step for the Royal in its move to Service Management. All initiatives need to be quantified in how they support business outcomes. This will build support and make future efforts easier.



Measurable results also help move to a more fact-based assessment/evaluation rather than one based on opinion.

SAC should also ensure that all the necessary steps have been taken, so that the new Service will actually function. This would include making sure that all operational processes, schedules, and procedures have been agreed, tested, documented, and accepted. Because the kiosks will be in public areas of the hotel, this might require some special site preparation. The documentation, backup, housekeeping, archiving, and retention requirements should also be available.

The new Service will interact with the existing infrastructure, so any testing needs to be done in an integrated manner. Similarly, there may also be impacts on software licenses in the current infrastructure. The new Service may require that additional licenses, for example, for the database, be purchased or reallocated.

Security will be an important component, and all the required security checks and tests should have been identified and completed. This would include ensuring that all users have been identified/approved and their appropriate accounts created.

Contingency plans and expectations for the Service should be developed and tested. It is improbable for the kiosk service to be considered business-critical or a Service requiring high levels of redundancy, but it is important to understand what the alternatives are if the Service is unavailable.

Another area of SAC will address the operational support of the Service. All the required support arrangements should be reviewed and captured in SLAs, SLRs, Operational Level Agreements (OLAs), and contracts.

The appropriate technical support documentation will have been provided and accepted.

This must be available to the Incident Management, Problem Management, or IT support teams. At the Royal, clear Incident and Problem categories and processes will improve the ability to support the Service. Any information from the development of the Service, for example, Known Errors and deficiencies, should also be passed along.

As the Royal matures, rigor will probably be required in specific areas.

As the Royal develops its Service Catalogue/Service Portfolio, it is important to capture all relationships for interfaces and dependencies with any internal and external systems. This shows how the entire infrastructure works to deliver the desired outcomes. The visibility of the Service Catalogue/Service Portfolio helps raise the profile of Service Management and demonstrate its importance and alignment with the business.

If there were a formal CMS, the details of the Service would be stored here. Similarly, the new hardware or software components will have been lodged in the Definitive Media Library with details recorded in the CMS. The CMS would also be the repository of all Service, SLA, SLR, OLA, and contract details.

With a new Service, it can be expected that there will be a period of transition till the Service stabilizes. With the kiosk service, the functionality will also grow fairly regularly as the Services that can be booked increase. This could also potentially involve interfacing directly with other internal or external systems.

So, this means that Release policies, frequencies, and upgrade plans will need to be defined and agreed to. A process for managing Requests for Change (RFCs) and Release records should have been authorized and updated, even if it is not fully mature. Any required maintenance windows or mechanisms should also be clear.

Another aspect that will be of growing importance moving forward is to ensure that all operational costs of Services and components are understood. This includes any additional operational workload costs. A well-developed financial model is important for moving toward “running IT like a business” and being able to demonstrate the ability to compete with other Service Providers.




You are the IT Director. Several years ago, you began to implement Service Management processes, primarily in response to internal issues. You have continued to progress and have implemented a range of Service Management processes, including Change Management and IT Service Continuity Management (ITSCM). A Project Management Office (PMO) predates the newer Service Management processes.

You have been trying to position IT as a strategic partner and raise its profile with the business. You have recently established an IT Steering Group (ISG) with some of the key business opinion leaders. Unfortunately, some participants have seen it as an opportunity to delve into every facet of IT and “finally” hold IT accountable. You are struggling with what should be within the purview of the ISG.

Q1. Which of the following documents are reasonable for the ISG to discuss?

a) Service Portfolio, IT budget, Forward Schedule of Changes (FSC), IT Service continuity plan, project reviews - all could be considered possible topics of discussion at a meeting of the ISG.

b) The ISG should discuss the Service Portfolio, IT budget, IT Service continuity plan, and project reviews. The FSC is part of the Change Management process and so is operational and not strategic.

c) The ISG should discuss the Service Portfolio and the FSC, but not IT Service continuity or project reviews (covered by the PMO).

d) The ISG should discuss only the Service Portfolio. This will ensure that the IT director is able to focus the discussions. The ISG should focus on strategic matters and not get caught up in operational details. The Service Portfolio will contain details of the relationship between IT and the business.

Answers

a) 5: Most Correct. The ISG could include a discussion on any aspect of IT that impacts or relates to the business. The challenge will be to have these discussions in a productive manner that stays at a high enough level.

b) 3: Second Best. The scope of discussions is wide but leaves out important information about Changes that might affect the business.

c) 1: Third Best. This is a marginally better answer because all the documents are possible topics. However, the ISG or a working party from the group does have responsibility for aligning the business continuity and IT Service continuity strategies. A review of projects to see if they achieved the desired business results is an important discussion.

d) 0: Distracter. While the Service Portfolio is a key document, the discussion should not be limited to it.

Example of the Importance of Communication

Front Desk personnel will need to be trained in its communication use so that they can actively promote its use and assist the guests in its usage.



2.1 HOLISTIC SERVICE DESIGN

ActivityQ1. Complete the Service composition diagram.

Service composition




Sample Answer:

Service compostion


Q2. Explain the underlying reason of importance of Service Composition.

Sample Answer: Refer to Topic 2.1 in the Reference Material.

Q3. How to apply this in the situation of the KIOSK service?




2.6.2 DESIGNING MANAGEMENT INFORMATION SYSTEMS AND TOOLS

BrainstormQ1. What is Management Information System? Why and how is it used?

Answer: Refer to Topic 2.6.2 in the Reference Material.

2.8 DESIGN CONSTRAINTS

Activity

Q1. What business constraints can be considered in the (KIOSK) service?


Q2. What Service Strategy constraints need to be considered?


Q3. How do these constraints impact your design and how to take them in account?

Sample Answer: It will limit and guide your design so the client (CEO James) will approve the Design Solution, price, the functionality (Utility) and Service Levels (warranty). It will be your SAC.

2.9 SERVICE-ORIENTED ARCHITECTURE

BrainstormQ1. Why should a Service Provider use the SOA approach?


Q2. How does BSM help an IT Service Provider?


Q3. What happens if we don’t follow this approach?



ActivityQ1. Discuss the five aspects of design for the kiosk service.

Sample Answer:

As the Royal moves toward Service Management, it is important to carefully consider each of its Services from a number of perspectives. Each Service must be designed to function correctly and to allow it to be managed throughout its Lifecycle. The desired business outcomes and planned results should be defined so that what is delivered meets the



expectations of the customers and users.

Even though the Royal is fairly immature, it is likely that there are least some basic aspects of Service Design in place. It should be a matter of reviewing what is in place, formalizing it, identifying any gaps, and targeting specific areas for improvement. A structured approach will help ensure quality, repeatable consistency and continual improvement throughout the organization.

Five aspects of design that need to be considered:

y The design of the services, including all of the functional requirements, resources, and capabilities needed and agreed

y The design of Service Management systems and tools, especially the Service Portfolio, for the management and control of Services through their Lifecycle

y The design of the technology architectures and management systems required to provide the Services

y The design of the processes needed to design, transition, operate, and improve the Services, architectures, and processes themselves

y The design of the measurement methods and metrics of the Services, architectures, and their constituent components and processes

Design of New or Changed Services

The actual design of the Service covers a wide range of areas. While the technical aspects of Service Design are important, these are probably the ones that the Royal is most comfortable with. However, other considerations are just as important for the Royal. The kiosk service is breaking new ground in a number of areas. It is the first concrete evidence of the Service Management initiative. This means that some key elements of the design will be around IT alignment with business goals, relationship with the business, and IT organizational capabilities. In particular :

y Business processes supported, dependencies, priorities, criticality, and impact of the Service, together with the business benefits that will be delivered by the Service.

y SLRs, Service level targets, and the necessary service measuring, reporting, and reviewing activities. Ideally, these are captured in formal SAC.

y IT “organizational readiness assessment” to ensure that the Service can be effectively operated to meet its agreed targets and that the organization has the appropriate capability to deliver to the agreed level. This will include IT processes, their documentation, and the skills, knowledge, and competence of staff.

Similarly, on the business side, there should be an assessment of business capability and maturity. They will also need to ensure that they have the right processes, structure, people, roles, responsibilities, and facilities in place to operate the new Service.

This is a new way of thinking for IT and for interacting with the business. The process of designing these into the new Service will help the organization move forward.

Designing Supporting Systems

One of the key management systems is the Service Portfolio. Unfortunately at the Royal, this is not very well developed. The Service Portfolio is a key system because it describes the Service Provider’s Services in terms of business value. The Royal is a fairly small organization and will need to determine how formally Service Portfolio Management will be defined. This will be important to assist in justifying the Services and maintain the momentum of any Service Management initiative.

A comprehensive SKMS and CMS can provide a great deal of information that traditionally might have been lacking at the Royal. This is, however, a large undertaking for an organization such as the Royal. Attempts at developing an SKMS or CMS run the risk of becoming overly large (and costly), with little return. For the Royal, the kiosk service will provide an opportunity to gain an understanding of the type of knowledge and data needed to support a Service throughout



its Lifecycle. At some point in the future, this knowledge can be used to appropriately scope and implement an effective SKMS or CMS. Additionally, it should be easier to justify if the business has seen the value of the information from the kiosk service.

Designing Technology Architectures

Technology architecture is another area where it is possible to spend a great of effort and money while obtaining few tangible results. In a small organization, such as the Royal, the technology architectures could have just developed over time through different technology projects. This can put IT in the position of having being a technology integrator of potentially disparate parts. To effectively manage its Services, the Royal should begin to move toward a consistent and disciplined view of architecture. This will also move the organization into the Plan, Do, Check, Act mentality needed for ongoing Service Management.

Architectural Relationships


For the Royal at this time, it is probably sufficient to understand the various architectures and determine what is in the “as is” state.

Service Architecture translates applications, infrastructure, organizations, and support activities into a set of Services. Taking a Service view during design can help insulate users from changes to the underlying technology.

Application architecture provides a blueprint for the development and deployment of individual applications, maps business and functional requirements to applications, and shows the interrelationships between applications. Because the kiosk service will interface with existing applications, application architecture will be needed. Ideally, there should be a comprehensive view that can also show a migration path forward. An understanding of application architecture is needed to actively manage the Service Portfolio.

Data/information architecture describes the logical and physical data assets of the enterprise and the data management resources. The kiosk service will be providing a great deal of information about the habits and preferences of guests and hotel operations. This is critical for effective decision-making.



IT infrastructure architecture describes the structure, functionality, and geographical distribution of the hardware, software, and communications components that underpin and support the overall architecture, together with the technical standards applying to them. It should also include a “product architecture” that helps limit the number of individual products in the environment. Eliminating the duplication of similar products is a necessary step.

Designing Processes

A lack of understanding of processes is a challenge at the Royal. To support the kiosk service, there will be a need for processes. The Royal should develop an overall approach to how it will design and implement processes. Early in a Service Management implementation, there is a risk of going too far in developing processes. The objective should not be to design “perfect processes,” but to design practical and appropriate processes. This should also be done while trying to build in a continual improvement culture. Any processes developed will need to adhere to documentation standards, so some simple templates should be used to ensure that the processes are easily adopted throughout the organization.

The goal is to have processes that meet the requirements of the organization. The processes should be controlled to become repeatable and manageable. As discussed, Service Operations processes will be the initial focus for the kiosk service.

Design of Measurement Systems and Metrics

A comprehensive system of measurement and metrics is key for any successful Service Management initiative.

The Metrics Tree


As expected, metrics will cover technical components, Service performance and quality, and the customer’s perspective.



In Service Management, it is also necessary to measure the quality of design processes and their deliverables. This will be important for the Royal because it is in the early stages of implementation. This transformation is a significant change for the Royal and will take some time to gain acceptance. A good understanding of individual processes can assist in communicating their value and address any concerns or resistance. The measurements and metrics should reflect the maturity of the processes. There is little point in trying to generate sophisticated measurements if the processes cannot support them.

At this stage, the process metrics that have the most value will be around progress and compliance. Progress metrics are related to milestones and deliverables in the overall capability of each process. As discussed, for the kiosk service, the focus will probably be on a few Service Operation processes, such as Incident Management and Problem Management. Some form of rudimentary Change Management process should also be examined for the kiosk service. The definition and rollout of these processes need to be measured carefully and communicated to manage expectations, both positive and negative.

Because this is an organizational change effort that involves changing behaviors, it is important to determine process compliance. This will generally be the compliance of the various groups and people with the new process. In some cases, it could also track compliance with governance and regulatory requirements and the compliance of people with the use of the process.

With increased process maturity, the focus can change to more effectiveness and efficiency metrics. These will look at the accuracy and correctness of the process and its ability to deliver the “right result” (effectiveness). Eventually, measurements of process productivity, speed, throughput, and resource utilization will help guide longer term improvements. It is important to find the correct balance between too many and not enough processes. A good measurement system will help make this decision.


The IT department of a large organization has been implementing Service Management processes for a number of years. A number of processes across the Lifecycle have been successfully implemented. The department has assigned and developed Process Owners for these processes. The Process Owners are a motivated and dedicated group who produce a variety of metrics to monitor their processes and support their process improvement plans. The Process Owners, however, do have some concerns about the actual compliance with their processes and are starting to get frustrated.

Not everyone shares the belief that the processes are in good shape and adding value. It is thought that a reassessment of the metrics would help. You are an ITIL consultant and have been asked for advice.

Q1. What would you recommend?

a) These are very mature processes and are well run. While process owners should examine their process for efficiency metrics, the bigger issue is communication. There should be a concerted effort to publicize the ongoing process improvement plans and progress metrics.

b) There are obviously some gaps in the process metrics. Process documentation should be analyzed to make sure that the metrics meet the process objectives and provide the expected value to the business. There is a need for a more complete set of measurements and so, the key stakeholders need to be involved. It is probable that they will have different requirements but there should be an integrated series – a KPI Tree should be developed.

c) The process owners have done a great job of developing metrics for their processes. To build on this, all process metrics should be combined. A data warehouse should be built and supported by a Business Intelligence application. This will allow all users to “slice and dice” to derive the most value from the process metrics.

d) The process metrics would seem to be in good shape but the business view is missing. The best approach



for this would be to initiate the development of an executive dashboard to raise the profile of the processes and engage the business.

Answers

a) 1: Third Best. There are some good points but still with an internal focus only and no business value. Progress metrics are not appropriate for mature processes.

b) 5: Most Correct. This is the best answer because it involves assessing requirements, engaging the business, and developing an integrated system of metrics.

c) 0: Distracter. There is no assessment of metrics to determine needs. This is just an application (misapplication?) of technology.

d) 3: Second Best. The development of an executive dashboard will help drive out the business view. While automation can be very powerful, it is probably premature. There is no assessment of the current process metrics.

3.1 DESIGN COORDINATION

Activity

Q1. Describe the CSI approach steps for the implementation of the Design Coordination process.

CSI approach step Guidance

What is the vision?

Where are we now?


How do we get there?

Did we get there?




Sample Answer:

The CSI approach for the implementation of the Design Coordination process is as follows:

“CSI approach step Guidance

What is the vision? Consider how, in a perfect world, service design should work at your organization. Come to consensus among the key stakeholders regarding what you would like to create and what the critical success factors for service design should be.

Where are we now? As objectively as possible, assess the current state of service design activities. How are they performed now? By whom are they performed and under what circumstances? What are the challenges and weaknesses in the current approach? What is working well? Where do the greatest pain points exist in the current approach? What capabilities do we have or will we need to have? What risks exist? To the extent possible, collect baseline measurements of the performance of current practices.


Based on the overall vision for service design and the current state of these activities, agree on priorities for improvement. Improvement opportunities will exist in many processes that are active during service design, but the implementation of the design coordination process should provide for reliable, repeatable and consistent overall practices for service design. Based on the agreed priorities, select the specific design coordination practices to implement, defining them clearly with SMART objectives. (See the glossary and ITIL Continual Service Improvement for more information about SMART objectives)

How do we get there? Devise a detailed plan for how to move from the current state to the achievement of the agreed improvements and then execute the plan.

Did we get there? Use the metrics associated with the SMART objectives to determine if the improvement(s) to service design practices have been successfully implemented. If a gap still remains between the new current state and the desired state, additional work may be necessary.


Use ongoing monitoring of the performance of service design practices to ensure that new or revised practices become institutionalized. Encourage feedback and suggestions for improvement from all other stages in the lifecycle.”

Quoted text source is ITIL® Service Lifecycle Suite 2nd Edition, 2011. Copyright © AXELOS Limited 2014. Material is reproduced under license from AXELOS.

3.2 SERVICE CATALOGUE MANAGEMENT

DiscussionQ1. Define what a Service is in an IT organization. Why is this a Service? Why it should be published

and in which catalogue?

Sample Answer:

IT organizations take a “Service” to mean an IT system. To avoid this confusion, it is useful to ask the customers about the IT Services they use and how the Services support their business processes. Each organization needs to arrive at a policy that clearly defines what a Service is within its particular business context.

At a high level, service catalogs reduce the time and cost of delivering technical services while improving the user experience, self-service and reap the attendant cost savings. Business users—whether remote or on-site—can request services from a standard set of IT offerings (such as, password reset, new laptop, and application access) and view the status of any previous request, all without a costly call to the help desk.



Provide end-to-end visibility into the value chain. When the service catalog is not just an accessible front end but also automated and integrated with a variety of IT processes. IT operations teams are able to monitor, manage, and report on requests from start to finish.’

Q2. Describe the steps to lay out hierarchy of Services.

Sample Answer:

You may also find it helpful to lay out a clear hierarchy of Services within the Service Catalogue. For this, the Service Catalogue must specify the type of Service recorded, whether it’s a business service seen by the customer or a supporting Service invisible to the customer such as infrastructure Services, network Services, and application Services.

Once complete, you can create a matrix, table, or spreadsheet to display the contents of the Service Catalogue. In many organizations, the Service Portfolio and the Service Catalogue are part of Change Management. Defining each Service as a Configuration Item (CI) and linking them to create a Service hierarchy allows the organization to relate Incidents and Requests for Change (RFCs) to the Services affected. Doing this creates an inherent monitoring and reporting mechanism using an integrated tool. Consequently, Changes within the Service Portfolio and the Service Catalogue are subject to Change Management.

You can use the Service Catalogue for other Service Management purposes too, such as preparing a BIA. Because the catalog is a multipurpose tool with relationships with underlying technology components, the expense and effort of maintaining it is easily justifiable. When it is maintained alongside the BIA prioritization, you can ensure that the most critical Services are covered first.

Q3. Why is the Service Catalogue a key document?

Sample Answer:

The Service Catalogue is a key document because it contains valuable information on the complete set of Services offered. Because it is such a valuable set of information, it should be available to anyone within the organization. The organization must have processes to ensure that each new Service is entered into the Service Catalogue after its initial definition of requirements has been documented and agreed. The Service Catalogue should also record the status of each Service through the stages of its defined Lifecycle.

The hotel has been operational for a number of years and, until now, it was quite successful in delivering Services to customers.

The number of Services in the hotel has been increasing over the years, and it is time to structure these Services to make it clear what Services the hotel offers and at which levels and costs.

The background for this is the following results of a customer satisfaction survey:

y There is a poor customer satisfaction level related to the quality of Service Delivery from IT.

y Customers do not know what to expect.

y There are no Services defined and there is no Service Catalogue

Harry wants to initiate the SCM process in the hotel organization.



Scenario-Based ActivityQ1. Which different views do we recognize, and what are the differences, especially for the hotel?

Sample Answer:

y A customer view – Business service catalogue – detailing the hotel services to the customer such as Clothes cleaning, Transfer, Internet and Swimming pool services

y An internal view – Technical Service Catalogue – detailing the support services that we need for services such as cleaning, repairs, reception and laundry services

Q2. What is required in a Service Catalogue?

Sample Answer:

The Service Catalogue requires accurate information on all Services that are being transitioned or have been transitioned to the live environment.

Q3. What are the activities necessary to manage and control the Service Catalogue?

Sample Answer:

The key activities within the SCM process should include:

y Agreeing to and documenting a Service definition with all relevant parties.

y Interfacing with Service Portfolio Management (SPM) to agree upon the contents of the Service Portfolio and the Service Catalogue.

y Producing and maintaining a Service Catalogue and its contents, in conjunction with the Service Portfolio.

y Interfacing with the business and ITSCM on the dependencies of Business Units and their business processes with the supporting IT Services contained within the Business Service Catalogue.

y Interfacing with support teams, suppliers, and Configuration Management on the interfaces and dependencies between IT Services and the supporting Services, components, and CIs contained within the Technical Service Catalogue.

Interfacing with Business Relationship Management and SLM to ensure that the information is aligned with the business and the business process.

3.3 SERVICE LEVEL MANAGEMENT

Read the Royal Hotel Case Study.

Scenario-Based ActivityQ1. Using the Royal Hotel case study, discuss the different types of SLA structures and how the hotel

could use them.

Sample Answer:

Based on the current maturity of the Royal hotel, the best possible structure for the environment is probably a Service-based SLA for the kiosk service. The adoption of this Service is a great opportunity to introduce the concepts of SLAs and the SLM process. This Service represents a new offering — as it goes through the Service Lifecycle, it will introduce



many ITIL concepts and processes. The hotel should probably avoid over-complicating the situation because it does not have many of the measurement points and processes in place to manage and measure the success of the environment based on a customer group. The Service-based SLA represents the easiest adoption path.

Any answer is appropriate if a student can create a justification for the use of the SLA structure at the hotel. The next best answer is probably the introduction of a corporate-based SLA that is part of the multilevel structure. This would represent the opportunity to have one SLA that covers all customers and Services within the hotel.

Q2. List the advantages and disadvantages of each approach. Which structure you would recommend? And why would you recommend this structure?

Sample Answer:


Service-based SLA

y Ease of implementation with the introduction of the kiosk service.

y Ability to introduce metrics to measure Service targets as the Service is being designed.

y Adoption of the SLM process, including metrics, reviews, and improvements focused on the Services critical to the success of the hotel

y It is difficult to say what levels of Service are needed by all customers. For example, business users may require a higher level of availability of the Service than a customer on holiday. Who decides what the appropriate level should be?

y It might be difficult to measure the Service levels of this Service because it will depend upon an external Service Provider. As a result, the hotel will need to get Supplier Management involved in establishing the appropriate targets.

Customer-based SLA

y This can provide a custom level of Service to different customers of the hotel. This would allow them to provide a higher level of Service for their frequent guests. These are generally viewed as perks and can contribute to customer retention. This will directly impact revenue.

y Based on the current maturity of the hotel, it might be a difficult task to establish different levels of Service for each type of customer. This will be difficult to measure and manage for each customer group.

Multilevel SLA y The multilevel structure is complex, but there can be a distinct advantage to initially establish just a corporate-based SLA for all customers and Services. This will minimize the complexity in the environment and the customers can focus on just learning how to measure and manage the delivery of Services at the corporate-based SLA-agreed levels.

y Many organizations look at the multilevel structure and believe that because we can do it, we should. The maturity of the Royal hotel is very low. Introducing additional complexity into the environment will require additional effort that may not be equated with value. There is so much for the hotel to focus on to create value. As a result, a complex SLA structure will not necessarily be the best use of resources. Remember they must measure, report, and improve upon this information. This is no small task if this is a complex structure.



ActivityQ1. List the triggers, inputs, and outputs of SLM.

Sample Answer:


The many triggers that instigate the SLM activity include:

y “Changes in the Service Portfolio, such as new or changed business requirements or new or changed Services

y New or changed agreements, SLRs, SLAs, OLAs or contracts

y Service review meetings and actions

y Service breaches or threatened breaches

y Compliments and complaints

y Periodic activities such as reviewing, reporting and customer satisfaction surveys

y Changes in strategy or policy.”

Sources of information that are relevant to SLM include:

y “Business information: from the organization’s business strategy, plans, and financial plans and information on their current and future requirements

y Business Impact Analysis: providing information on the impact, priority, risk and number of users associated with each Service

y Business requirements: details of any agreed, new or changed business requirements

y The strategies, policies and constraints from Service Strategy

y The Service Portfolio and Service Catalogue

y Change information: from the Change Management process with a forward schedule of changes and a need to assess all changes for their impact on all Services

y CMS: containing information on the relationships between the business Services, the supporting Services and the technology

y Customer and user feedback, complaints and compliments

“The outputs of Service Level Management should include:

y Service reports: providing details of the Service levels achieved in relation to the targets contained within SLAs. These reports should contain details of all aspects of the Service and its delivery, including current and historical performance, breaches and weaknesses, major events, changes planned, current and predicted workloads, customer feedback, and improvement plans and activities

y Service Improvement Plan (SIP): an overall program or plan of prioritized improvement actions, encompassing all Services and all processes, together with associated impacts and risks

y The Service Quality Plan: documenting and planning the overall improvement of Service quality

y Document templates: standard document templates, format and content for SLAs, SLRs and OLAs, aligned with corporate standards

y Service Level Agreements (SLAs): a set of targets and responsibilities should be documented and agreed within an SLA for each operational Service




y Other inputs: including advice, information and input from any of the other processes (e.g. Incident Management, Capacity Management and Availability Management), together with the existing SLAs, SLRs, and OLAs and past Service reports on the quality of Service delivered.”

y Service Level Requirements (SLRs): a set of targets and responsibilities should be documented and agreed within an SLR for each proposed new or changed Service

y Operational Level Agreements (OLAs): a set of targets and responsibilities should be documented and agreed within an OLA for each internal support team

y Reports on OLAs and underpinning contracts Service review meeting minutes and actions: all meetings should be scheduled on a regular basis, with planned agendas and their discussions and actions recorded and progressed

y SLA review and Service scope review meeting minutes: summarizing agreed actions and revisions to SLAs and Service scope

y Revised contracts: changes to SLAs or new SLRs may require existing underpinning contracts to be changed, or new contracts to be negotiated and agreed.”



Your organization has a long history with Service Operations processes, such as Event Management, Incident Management, and the Service Desk. These processes are very well established and respected. Some of the Service Transition processes, for example, Configuration Management (including a CMS) and Change Management are also well underway. You are starting to reach out to the business and have a Service Catalogue initiative. You have been working with the Business Units to document requirements. They are very receptive and eager. You have just discovered that the technical folks have a great deal of information about the Services that allow them to support the Services. While you are aware of the concept of a Technical Service Catalogue (TSC) and a Business Service Catalogue (BSC), you are unsure of what to do.



Q1. Which of the following should you consider?

a) You should focus on continuing to develop the BSC. It is not necessary to have a TSC and the TSC would not be available to customers anyway. Also, the operational processes are working well, so it is not a concern.

b) You should continue working with the business to develop the BSC. You should also make sure that the TSC is formalized and the information is contained in the CMS.

c) Fortunately, the Business Unit has just attended a presentation on an automated Service Catalogue Management solution. It will tie directly into a Request Management system that the Business Unit is very high on.

d) You look to integrate the BSC and TSC into a holistic Service Catalogue. It is not entirely necessary to integrate all of them into the CMS immediately, although any potential duplication needs to be addressed. It is important that everyone in the organization accepts and helps maintain this information.

Answers

a) 1: Third Best. It is preferred to have an integrated Service Catalogue. There, actual data being kept as a TSC and not part of the CMS would be worrying.

b) 3: Second Best. This addresses the data issue and formalizes the TSC, so it can be ready for integration.

c) 0: Distracter. This is a technical “solution” that doesn’t address any underlying concerns.

d) 5: Most Correct. The integration can be very valuable. The actual technical implementation is secondary to cultural and organizational benefits.

4.1.4 POLICIES, PRINCIPLES, AND BASIC CONCEPTS

During a recent meeting with the hotel owner (Harry), the General Manager (James) discussed the success of the recently launched kiosk service. During the discussion, it was discovered that Harry had been speaking with the Sales and Marketing Manager (Nee) and was looking to expand the Service to include many more local restaurant owners, music downloads, access to the Internet, laundry services, and so on. James was growing concerned because his plans for the kiosk service were based upon the current maximum occupancy of the hotel and a group of select services, such as spa, pool, and restaurants.

The expansion proposed by Harry indicates that the kiosk service will need to change.



Scenario-Based ActivityQ1. Analyze and explain how BCM, SCM, and CCM can assist James in planning for the expansion of

the kiosk service.

Sample Answer:

BCM SCM CCM

BCM translates business needs and plans into requirements for Services and infrastructure, ensuring that future business requirements are quantified, designed, planned, and implemented. For the kiosk service, it is important to understand what the future requirements are going to be and these will be defined as part of Service Strategy.

SCM will predict the end-to-end performance and capacity of the live, operational kiosk usage and workloads. SCM will ensure that the performance of the kiosk service will meet or exceed the SLAs and Service Level Requirements (SLRs) for the new Service.

CCM will control and predict the performance, utilization, and capacity of the individual Configuration Items (CIs) in the kiosk service. It will ensure that finite resources are monitored and measured and data is collected, analyzed, and reported.

BCM is focused on current and future business requirements.

SCM is focused on the delivery of existing Services.

CCM is focused on the IT infrastructure that underpins the provision of the kiosk service.


ActivityQ1. Can you relate an example of a situation in your organization when you analyzed a Service

failure and found that there was no lack of capacity or over-utilization of components?

Sample Answer: There is no sample answer.

ActivityQ1. Can you relate an instance from your organization when the design or coding of an application

was faulty and, consequently, the failure could not be resolved by the CCM process? What did you do to resolve the Problem?


DAI Corp. is a Singapore-based private company. The company implemented a Web site monitoring Service from an external supplier on their major Web site, DAInet. The monitoring Service was to provide automatic alarms on the availability and responsiveness of the DAInet site.

After a few days of implementing the monitoring Service, DAI found that the availability and speed of the monitoring points were lower than those of the Web site being monitored.

DAI did not ensure that the Service levels and performance commitments of the monitoring Service were in excess



of those of the monitored DAInet site.

The result was that the figures produced by the Service were of the availability and responsiveness of the monitoring Service itself and not the monitored DAI Web site.

Scenario-Based ActivityQ1. Identify the type of monitoring and measuring systems DAI Corp. must use to monitor DAInet

successfully.

Sample Answer:

Measuring Systems

Specific Code Within Client/Server Application Software

Using specific code within client/server application software helps provide end-to-end Service response times or intermediate timing points. It breaks down the overall response into its constituent components. The figures obtained from these tools provide the actual response times, as experienced by the users of a Service.

Robotic Scripted System

The robotic scripted system consists of:

y Client systems with terminal emulation software, such as browser or Telnet systems.

y Specialized scripted software to generate and measure transactions and responses. These systems are used to provide:

o Sample end-to-end Service response times and representative response times for a multiphase or complex interaction.

o Sample response times only and not the actual response times, as perceived by the real users of the Service.

Distributed Agent-Monitoring Software

DAInet can obtain useful information on Service response times by using distributed agent systems with monitoring software at different points on the Internet such as within different countries. DAInet can then use the systems to generate transactions from a number of locations and give periodic measurements of an Internet site. However, the transactions are only an indication of the response times and not real.

Specific, Passive Monitoring Systems

Using specific, passive monitoring systems relies on the sniffer connection. These sniffers are inserted at appropriate points within the network. They monitor and record all traffic passing through that particular point on the network. After it is recorded, this traffic can then be analyzed to provide detailed information on Service response times. These response times are very close to the real-world situation and depend on the position of the monitor itself within the IT infrastructure. In some cases, these may be an approximation of actual user response times.

To predict the behavior of the kiosk service under a given volume and variety of work, the General Manager (James) needs to understand the difference between the different modeling and trending techniques and how they can be used to help manage the new kiosk service.

Scenario-Based Activity



Q1. Describe the modeling and trending technique to be used for the kiosk service.

Creating a model of the current performance of the kiosk service to have a comparison point to answer the “what-if ” type of question when changing or enhancing the kiosk service

Analytical modeling

Analyzing the utilization of the kiosk in the main lobby over the past 6 months to understand its current usage and predict how it might change in the future Trend analysis

Using a computer system and mathematical techniques that represent the behavior of the kiosk system, which can then be used to understand and calculate response times

Baselining

Sizing the new application and predicting the effects of the required Changes to the kiosk service Simulation modeling

Sample Answer:

A. Creating a model of the current performance of the kiosk service to have a comparison point to answer “what-if ” type questions when changing or enhancing the kiosk service

Baselining

B. Analyzing the utilization of the kiosk in the main lobby kiosk over the past 6 months to understand the current usage of the kiosk and to predict how it might change in the future

Trend Analysis

C. Using a computer system and mathematical techniques that represent the behavior of the kiosk system, which can then be used to understand and calculate response times

Analytical modeling

D. Sizing the new application and predicting the effects of the required Changes to the kiosk service Simulation modeling

Q2. Give an example of this technique used in your company and why did you use this technique.


4.2.6 TRIGGERS, INPUTS, OUTPUTS, AND INTERFACES

ActivityQ1. What is the value to the business implementing Availability Process for the case study?

Sample Answer: The value to the business implementing Availability Process is listed below:

y Plays a key role in influencing customer satisfaction and business reputation.

y Ensures the successful Availability of IT Services.

y Ensures that the levels of Service availability are consistent with those that the business requires to achieve its business objectives.

Q2. Describe the most important relationships with other processes and why these are important.

Sample Answer: Refer to Topic 4.2.3 of the Reference Material



4.3.7 CSFs AND KPIs

ActivityQ1. Using the Royal Hotel case study, list the CSFs and KPIs of the Supplier Management process.

Sample Answer:

“CSFs KPIs

Business protected from poor supplier performance or disruption

Increase in the number of suppliers meeting the targets within the contract

Reduction in the number of breaches of contractual targets

Supporting services and their targets align with business needs and targets

Increase in the number of service and contractual reviews held with suppliers

Increase in the number of supplier and contractual targets aligned with SLA and SLR targets

Availability of services is not compromised by supplier performance

Reduction in the number of service breaches caused by suppliers

Reduction in the number of threatened service breaches caused by suppliers

Clear ownership and awareness of supplier and contractual issues

Increase in the number of suppliers with nominated supplier managers

Increase in the number of contracts with nominated contract managers.”


5.1.8 CHALLENGES AND RISKS

BrainstormThe company decides to install a BCM committee. Q1) Who will be in this committee?

Sample Answer: Client, directors, DRP owner, etc.

Q2) What activities will you involve the BCM?

Sample Answer: The activities, such as BIA, risk analysis, awareness campaigns, approve DR strategies, and approve invocation of the DRP, would involve the BCM.




Information security must be an integral part of the new kiosk service, and it is an ongoing process that will need to be continuously managed using a set of security controls. When a security Incident is detected, the IT staff at the hotel will have to implement suitable measures.

Scenario-Based ActivityQ1. Based on the case study or your own situation, provide instances for each measure of security:

preventive, reductive, detective, repressive, or corrective.



The hotel's IT staff have decided to only allow a limited group of people at the hotel to have administrative rights to the kiosk service. They believe that this measure will help prevent unauthorized access to the new Service.

The vendor has agreed to develop a feature where in the event that a kiosk service becomes unavailable, a system reboot can be initiated and the system will then be restored to the previous stable state.

James has requested that to be prepared and minimize the loss of customer-sensitive data, the vendor should conduct daily backups of the customer database from the kiosk service offsite and store them away from the actual system.

The vendor has recommended that it should establish monitoring and have it set up to automatically alert James in the event of a security-related Incident.

Sample Answer:


Repressive


PreventiveThe hotel IT staff have decided to only allow a limited group of people at the hotel to have administrative rights to the kiosk service. They believe that this measure will help prevent unauthorized access to the new Service.

CorrectiveThe vendor has agreed to develop a feature where in the event that a kiosk service becomes unavailable, a system reboot can be initiated and the system will then be restored to the previous stable state.

ReductiveJames has requested that to be prepared and minimize the loss of customer-sensitive data, the vendor should conduct daily backups of the customer database from the kiosk service offsite and store them away from the actual system.




Detective The vendor has recommended that it should establish monitoring and have it set up to automatically alert James in the event of a security-related Incident.

5.2.7 CSFs AND KPIs FOR SUCCESSFUL ISM

ActivityQ1. List the CSFs and KPIs of the ISM process relevant for the Royal hotel.

Sample Answer: Refer to Topic 5.2.7 of the Reference Material

Q2. Justify why did you choose the respective CSF and KPI and why is it relevant for the Royal Hotel?



To help handle the increase in guest traffic while improving the guest experience, the Royal has decided to install and commission kiosks to provide guests with a self-service capability. The kiosks will enable guests to book services at the spa, book a scuba lesson at the pool, and get printed information, such as maps and coupons to local restaurants.

The new system uses the guest’s room entry card extensively. The rationale is that the guests must have their room key to be able to get into their room. So, in almost all situations at the hotel, it is reasonable to expect the guests to have their room card with them. The first important aspect of the card is that it authenticates who the guests are. The cards will also have the capability to have new or updated information written to them by the kiosk hardware. While this is a great advance for the Royal, the kiosks rely on IT, so there are many issues that need to be thought through before they go live.

Through a previous hotel loyalty program, customers were given paper coupons for using additional Services around the pool, such as the sauna or for free meals and drinks. Unfortunately, the customers kept losing these paper coupons frequently and complained that there must be a better way to manage these perks of membership. The use of room cards combined with the kiosk functionality should be the solution to this situation.

In addition to kiosks, the Royal wants to allow guests who are using their laptops in their rooms (an ever-increasing number) to be able to do all the functions that are available from the kiosk. A big difference between the two situations is that when using a laptop, there is no way to update the guest room access card, although the application can link the ordered Services to a particular room.

Scenario-Based ActivityQ1. Discuss and create a BIA.

Sample Answer:

The purpose of a BIA is to quantify the Impact that a loss of Service would have on the business. The BIA will also identify the most important Services to the organization and will, consequently, be a key input to the strategy. The Impact of a loss of Service can be “hard;” that is, it can be explicitly defined; or “soft,” that is, it cannot be quantified.

In terms of the kiosk service, there are some additional considerations. This Service consists of a number of stations



and some central infrastructure. The failure of the core components will result in the entire Service being unavailable. Localized failures mean that the Service is still available (at another kiosk), but there are still some Impacts. The BIA should look at both types of failures.

For the kiosk service, it is difficult to determine many hard Impacts. It can be expected that if there are local or systemic failures, there will potentially be some lost income. The kiosk service is designed to interact directly with guests and provide significant convenience. Its failure will most probably result in soft Impacts, including damaged reputation and loss of goodwill. This could result in a loss of competitive advantage and a decrease in market share, especially if it is repeated over time.

It can be expected that the overall priority of the kiosk service will be relatively low when compared to that of other Services. It is not a core business Service. The impact of a local failure may be minimal if the guest uses another kiosk. In the case of a systemic failure, it may be possible to use alternate methods, for example, manual. So, it will be difficult to determine the time within which the Service should be recovered.

This should be validated by senior business area representatives as well as those more directly impacted by the loss of Service, for example, Front Desk staff. All these views should be considered when determining an overall strategy.

Q2. Develop a Risk profile for the kiosk service. Brainstorm potential Risks and plot them on a Risk profile. Determine the acceptable Risk quadrant.

Sample Answer:

Sample Risks: PC failure, power failure, network segment failure, printer failure, card reader failure, vandalism, theft or loss of key card, database failure, server failure, major network failure, storm damage, fire or explosion, and chemical leak.



Many of the Risk elements are linked to the individual failures of a kiosk and its related functionality. Generally, these fall in the Acceptable Risk category because other kiosks are probably available. They should be dealt with through effective Incident Management, supplemented by Problem Management. More important would be systemic failures that affect all kiosks. Appropriate, cost-justified Risk responses can then be determined.




ActivityQ1. Develop a possible approach to develop the requirements for the kiosk service.

Sample Answer:

Requirements Engineering brings rigor to the process of documenting business and user needs. This helps with the traceability of Changes to each requirement.

There are a number of types of requirements. All of them need to be considered for effective Service Management.

Functional requirements describe the things a Service is intended to do and are the tasks or functions that the component is required to perform.

One of the key tools for developing the functional requirements of the kiosk service would be use case modeling. A use case is important because it describes the interactions between users and Services. With the kiosk service, it can be expected that there will be a wide range of users (probably multinational) and use case modeling can aid in user acceptance. To be successful, the kiosk service needs to work as users expect. Another benefit of use cases is that they help in communication between the business and IT. A use case describes the actions of the Service in terms that both can understand.

The kiosk service will also interact with other hotel applications and data. This means that there will be additional functional requirements. These interactions should be captured, for example, in a system context diagram. The data model would probably be of greater importance. The kiosk service can be a key part of a needed, overall Information Management strategy at the hotel. The kiosk service will provide valuable information about the hotel’s guests, their preferences, spending habits, and so on.

Other requirements need to be defined to ensure the management and operation of the Service. Although they are sometimes referred to as nonfunctional requirements, they are at the heart of Service Management. Ensuring the Warranty of the Service includes needs for availability, security, operability, continuity, and capacity. The requirements for the management of the Service must also be defined. Again, because the kiosk service is highly visible, it is important to build in the ability to measure its value and create the needed reports for management. This is both for normal operations and to justify the Service.

The usability of the kiosk service will be a critical component. Using a consistent approach, such as test scenarios, can aid in determining performance and other test plans.

There are a number of techniques to gather requirements. A combination of techniques will help get requirements for both customers and users. The customer requirements will most probably be best gathered through interviews and workshops. This will also start a dialog between IT and the business.

User requirements can be determined through techniques such as protocol analysis and scenario analysis. However, it can be expected that prototyping will be very important. This allows a user to actually “see” the Service and may generate additional requirements.

With a Service that is highly interactive, it can be expected that the requirements and development process will be iterative. This could continue into early commissioning. It will be a challenge to get user involvement that represents a good cross-section of potential users.

It is beyond the capabilities of the Royal to develop the application software of the kiosk service (especially the user interface) internally. An outsourcer will need to be involved. A decision will need to be made on how the developer will be integrated into the project. Because the kiosk service has high visibility, the Royal will need to stay involved and provide fairly low-level, detailed requirements specifications. This will take additional effort but will leverage the Royal’s knowledge of the environment. The risk of “black boxing” the application is that it will not meet requirements



or expectations. In the case of a high-profile application, this is probably too high a risk.


ActivityQ1. Which Service Design roles should be considered during the implementation of the kiosk service

and the move to Service Management, and how should the Royal approach any organizational changes needed?

Sample Answer:

The Royal is a small organization and just beginning the transition to Service Management. A prime challenge will be to introduce new roles into the organization to support Service Management and Services such as the kiosk. The process will be more successful if it occurs slowly. An attempt to introduce a completely new organization chart and all roles would have a higher probability of failure. They should try to gain acceptance and credibility for Service Management while beginning to change the culture. The kiosk service is a high-profile initiative, so it makes sense to focus on the initial Changes needed to support it.

The kiosk service will rely on some key processes, generally Service Operations processes, for example, supporting a Service Desk and an Incident Management process. These new processes will need ownership to ensure that the process is documented and publicized and all relevant staff are trained. Some key KPIs around compliance should be in place because they can be useful to help the cultural change. A process owner will also be needed to ensure that the process meets the requirements and any necessary Changes are quickly made.

Service Design processes do not need to be fully operational during the implementation of the kiosk service. It would be prudent to ensure that some of the activities geared toward customer relationships and business alignment are identified and assigned as soon as possible. Best practices should be leveraged in the design of the Service. In particular, moving to a Lifecycle approach and considering the manageability of the Service are important steps.

Some of the roles will probably never be needed completely at the Royal. A Service Design Manager (certainly as a full-time position) is more appropriate to larger organizations. The key activities of this role will probably be part of line management or an overall Service Management role.

Similarly, IT Planner is a role that can be very specialized and more likely to be supported in a large organization. However, the Royal should capture all the necessary infrastructure requirements of the kiosk service and embed them in SLAs. The concept of a Post Implementation Review (PIR) to assess the extent to which expected business benefits were realized is also a good one. The development of a continual improvement culture will help Services be assessed regularly for possible improvement.

IT designers or architects can be assigned to each of the types of architectures although this is far beyond the needs of the Royal. It is important to have an integrated design approach and to get a sign-off from all areas. The design should also consider measurement/management systems and interfaces with external suppliers.

The Royal will eventually need a Service Catalogue but because it is unlikely to be extensive or undergo a lot of change, a Service Catalogue Manager will probably be unnecessary.

A key role that should be considered at the Royal is Service Level Manager. This can be pivotal in redefining the relationship with the business. Communication with the business about its needs and Service requirements is critical. SLM can also ensure that appropriate Service reports, UCs, and so on are in place. This role builds a relationship with the business and addresses any communication or escalation issues.

The roles of Availability Manager, Capacity Manager, and IT Service Continuity Manager are also roles that will not be developed at the Royal. An awareness of the appropriate levels of availability and capacity will need to be agreed with the business and captured in SLAs. A BIA will also be valuable. There may be an overall Business Continuity or



Emergency Response Manager who will need to be aware of IT-specific requirements and take responsibility for them.

This could also apply to the role of Security Manager. This role will probably be in existence at the Royal, in some manner, and so it will only be a matter of adding information security activities to it. The confidentiality and privacy of guest information will be high priority.

The Royal could probably benefit from a more formal approach to Supplier Management but is unlikely to need a Supplier Manager. Each supplier or contract should have a nominated owner within the Service Provider organization. It is important that requirements from SLAs are documented in contracts. This should include any ongoing support activities, and supplier participation in any internal processes should be documented.

Q2. Create a RACI chart and give a description of all the roles and responsibilities of these Service Design roles.



You are the Program Director for the Service Management initiative. You have successfully overseen the implementation of Service Catalogue Management, Incident Management, the Service Desk, IT Service Continuity Management (ITSCM), Availability Management, and Configuration Management. Business Relationship Managers have just been introduced to work better with the business.

The CIO has recently got some feedback from the Business Relationship Managers and the business that they are confused and somewhat frustrated. A number of the processes seem to have/want information about business criticality. This includes Availability Management - Vital Business Functions (VBF), ITSCM - BIA, Service Catalogue Management - Service Catalogue, and Incident Management - Priority and Configuration Management Database (CMDB). She is looking for advice on how to proceed.

Q1. Review the following RACI charts and suggest which one is best suited to the given scenario.

A Business

Relationship

Managers

Service

Catalogue

Manager

Service

Desk

Availability

Manager

IT Service

Continuity

Manager

Configuration

Manager

Finance

Manager


R A R C C C I




C R A C C R I




B Business

Relationship

Managers

Service

Catalogue

Manager

Service

Desk

Availability

Manager

IT Service

Continuity

Manager

Configuration

Manager

Finance

Manager

Approve Service Catalogue R A R C C C I


Approve SLA C C C C C I I


R R A C C R I

Conduct VBF analysis R R C AR A I I

C Business

Relationship

Managers

Service

Catalogue

Manager

Service

Desk

Availability

Manager

IT Service

Continuity

Manager

Configuration

Manager

Finance

Manager


R A C C C C I




C R A C C R I

Conduct VBF analysis R R R AR R R R

D Business

Relationship

Managers

Service

Catalogue

Manager

Service

Desk

Availability

Manager

IT Service

Continuity

Manager

Configuration

Manager

Finance

Manager


R A R C C C I

Conduct BIA R R C A R C I



R R A C C R I




Answers

a) 5: Most Correct. This is the best answer because everyone is involved. There is only one person accountable for each activity, and only the appropriate people are responsible for contributing to each activity. While it seems that some roles are quite loaded, this may be a function of the organization’s maturity.

b) 0: Distracter. Two roles are accountable for conducting the VBF. There is no accountability for approved SLAs, although this may be covered in another function, for example, SLM, if it exists.

c) 3: Second Best. This needs someone responsible for approving the Service Catalogue. There are probably too many responsibilities assigned in the VBF. Unless roles are clear, this can cause an overlap and/or dropping of tasks.

d) 1: Third Best. The matching of skills to tasks is questionable. Financial Management should be consulted or even responsible for tasks within the BIA. The appropriateness of a technical resource (Availability Manager) conducting the BIA could be questioned.


The business climate is fairly tight. There are cost pressures, and any expenditure is carefully scrutinized and must show value. You have been exposed to ITIL and have been working with a “bottom-up” implementation. Your IT organization is struggling to prove its worth to the business. Your latest Service Management initiatives have revolved around building a Service Catalogue and developing SLAs. The focus is also turning toward technology to support Service Management.

The Help Desk has been well served by their historical Incident-tracking tool. You have had a very positive experience with the tool and vendor. The vendor has aligned with ITIL and has provided some incremental updates that have moved in this direction. Their new version looks to be fully compliant and they are looking to increase their market visibility by showcasing some “name” accounts. Given the long-term nature of the relationship, this is a possibility and so the upgrade should be relatively inexpensive.

The Project Manager of the Service Catalogue and SLA initiative has also developed a solid business case for a specialty tool to handle this functionality. This has a great deal of political support from both the senior IT management and the business.

The Purchase department also has a corporate-wide project to achieve cost reductions through improved Supplier Management.

A number of vendors have also been showcasing their integrated tools and trumpeting the business benefits of Business System Management (BSM). One of your competitors is in the middle of this type of implementation.

You have just been appointed Program Manager for Service Management, and the CIO wants some answers about your recommended direction.

Q1. What would be your approach?

a) You need a quick win. You should upgrade the current Help Desk tool to the new version. By partnering with the vendor, you can leverage your internal expertise and minimize costs. The new version should map to your



future requirements.

b) You decide to move forward with a best-practice BSM approach. Your earlier success with process implementations shows that the organization will be receptive. The BSM technology, with graphical views, support for the Balanced Scorecard, and so on, all in a single integrated tool, will help define processes and ensure compliance. It will also gain significant business support.

c) You have a number of competing technology options but your process strategy is unclear. You need to ensure your executive-level support and formalize a project. Developing the requirements will mean that you need to clarify the Service Delivery model and process needs. It is probable that you will have to prioritize the implementation, so a formal approach would be beneficial.

d) You decide that you should solidify the progress that has been made with the process work. After the processes are solid, you can begin to explore tool options. You expect this will be well received as being pragmatic, given the economic challenges.

Answers

a) 0: Distracter. There is a lot of guesswork and assumptions to support an uncertain and limited technical solution.

b) 1: Third Best. Going for the “home run” without having a solid base is a Risk. There will probably be some value from the best practices embedded in the tool but implementation will be a challenge.

c) 5: Most Correct. With the potential for a variety of needs, strong support, and clear evaluation criteria, including an understanding of “must-have” attributes, are needed. The processes and tool support each other, and you might need to proceed iteratively.

d) 3: Second Best. A good step is to formalize the approach to Service Management. Developing a roadmap will help determine requirements and priorities. Tool selection will need to be initiated fairly quickly, given the pressures.

9.4 IMPLEMENTING SERVICE DESIGN

DiscussionQ1. List the outcomes of the “where do we want to be?” stage.

Sample Answer:

Based on the current state assessment and the vision and high-level objectives, a future desired state can be defined. This should be expressed in terms of planned outcomes, including some or all of:

y Improved IT Service provision alignment with total business requirements

y Improved quality of Service Design

y Improvement in Service levels and quality

y Increase in customer satisfaction

y Improvement in process performance

Q2. List the planned content of the “how do we get there?” stage.

Sample Answer:

A set of improvements should be identified to move forward from the current state to the agreed, future state. A plan to implement these improvements should then be developed, incorporating Service Transition and Service Operation.



The plan should include:

y Improvement actions

y Approach to be taken and methods to be used

y Activities and timescales

y Risk assessment and management

y Resources and budgets

y Roles and responsibilities

y Monitoring, measurement, and review

Q3. State the ideal future state of the “how can we tell when we have got there?” stage. Why should you conduct tests and analysis?

Sample Answer:

Usually, organizations initiate progress proposals without thinking of or outlining the measurement system from the start. As a result, the success of the proposal cannot be determined because there is no prior benchmark during or after the execution. It is necessary that the measurements are planned before the execution. To make sure that the ideal future state is realized, a definite set of metrics needs to be used. This ideal future state needs to be stated in measurable terms, such as:

y X% decrease in Service Design nonconformances

y X% growth in customer satisfaction

y X% growth in the Service availability of critical Services

Consequently, after the progress actions and plans are accomplished, you should conduct tests and analyses to conclude:

y “Did we achieve our desired new state and objectives?

y Are there any lessons learned and could we do it better next time?

y Did we identify any other improvement actions?”Quoted text source is ITIL® Service Lifecycle Suite 2nd Edition, 2011. Copyright © AXELOS Limited 2014. Material is reproduced under license from AXELOS.

Q4. State the purpose of the “how do we keep going?” stage.

Sample Answer:

Organizations need to consolidate and get going with progress. The organization and the culture must understand that they can always improve and, consequently, must create an environment of continual expansion. After attaining the new, preferred position, we must analyze the goals and purposes, spot more expansion actions, and repeat the six-stage process. So, this stage is all about:

y Developing a learning environment.

y Creating a passion for progress throughout the organization.

y Identifying and reiterating the point that quality and progress are everybody’s job.

y Keep up the momentum on progress and excellence.



9.5 MEASUREMENTS OF SERVICE DESIGN

BrainstormQ1. Create a high level implementation plan, including the CSI approach steps.

Sample Answer:

Some prerequisites for effectively and efficiently measuring Service Design are:

y Define the stakeholders

y What is the vision

y Policies

y Where are we now?

o Assessment of the current state

o In-depth knowledge of the processes, procedures, functions, roles, and responsibilities related to successful Service Design

o In-depth knowledge of the interfaces and dependencies between elements of Service Design and the Service Lifecycle

o In-depth knowledge of and alignment with business requirements

y Where do we want to be?

o Objectives

y Clear and defined Service Design goals and objectives.How do we get there?

o The roadmap / Plan

y Did we get there?

o Metrics

o Development of suitable measurement and analysis technologies, methods, and techniques to help realize plans

y Alignment of measurements with the needed metrics to correctly evaluate the health of Service Design, identify and implement improvement opportunities, and validate the improvementsHow do we keep the momentum going?

o Improvement plan

o Regular review of the measurement program to make sure of continuous alignment with the overall Service and Service Management needs

y Process design

y Roles and Responsibilities

y Process ownership

y Process interfaces

Organizations should automate the activities essential for the successful measurement of Service Design wherever possible, so that human resources are freed up for the critical tasks of analyzing metrics and determining the true meaning of the uncovered information. Organizations should ensure that the measurement of Service Design leads to a well-prioritized and efficient improvement of Service Design outcomes, without needless expenditure of resources to achieve the metrics.



Q2. Which ITSM process should you implement first?

Sample Answer: Depending upon the identified need of the Royal, the ITSM process could be, Defining the critical business processes first ITSCM and doing the BIA and risk analyses using this information in availability and security.


ActivityQ1. Develop a suggested measurement approach and metrics for the kiosk service.

Sample Answer:

The development of an overall metrics strategy is one of the key challenges of implementing Service Management. Metrics are needed not only to manage the processes and Services but also to help drive organizational change. Used appropriately, they can move the organization toward a Service culture and help redefine the relationship between IT and the business. Applied incorrectly, they will cause undesirable behavior and generate a perception of bureaucracy and complexity. In particular, the use of tools such as the Balanced Scorecards is highly recommended. A Balanced Scorecard links activities to vision and strategies and forces an emphasis on metrics that drive business success.

As has been seen, a large number of possible metrics are available for each process within Service Design. This situation can be further compounded if a comprehensive ITSM tool is implemented at the same time. However, these metrics form only part of an overall measurement system.

One of the effective methods of measurement is to establish a Metrics Tree or a KPI tree.

This has several advantages. It clearly shows that all the various types of metrics and their aggregation compounds the value of each metric. Looking at a spectrum of measurements also helps ensure the absence of suboptimization, for example, maximizing a single metric at the expense of others.

While having an overall vision is important, you should avoid the urge to measure everything immediately. There will be different needs at different times. The focus should be on a small subset of metrics that address a particular issue, for example, process compliance, business relationship, and customer satisfaction. The opportunity for dialog and discussion around the metrics can be as important as the number itself.

In the early stages of an implementation (Service or process), there is a need to establish baselines to allow performance tracking. As Service Design is more established, measures for the quality of the Service Design are needed.

In the case of the Royal, there will be a few key processes to support the kiosk service. These will primarily be Service Operation processes, but there will be a need for progress and compliance metrics to ensure that they are implemented correctly.

The other key areas will be related to customer satisfaction (primarily related to the perception of the quality of the Service itself) and the business relationship (to address the perception of business value).

While the Service Design processes are not going to be fully implemented immediately, some metrics from each process could be helpful.

Service Catalogue Management KPIs, which include:

y IT staff awareness of the technology supporting the Services.

y Service Desk having access to information to support all live Services, measured by Incidents without the appropriate Service-related information.

SLM KPIs, which include:

y Number or percentage of Service targets being met



y Number and severity of Service breaches

y Timely reports and Service reviews

y Customer satisfaction

y Documented and agreed SLM processes and procedures in place

y Time taken to respond to and implement SLA requests

y Documentary evidence that issues raised during Service and SLA reviews are being followed up and resolved

y Reduction in the number and severity of SLA breaches

y Effective review and follow-up of all SLA, OLA, and UC breaches

Capacity Management KPIs, which include:

y Reduction in business disruption caused by the lack of adequate IT capacity

y Reduction in the number of Incidents caused by poor performance

y Reduction in lost business caused by inadequate capacity

y Reduction in number of SLA breaches caused by either poor Service performance or poor component performance

Availability KPIs, which include:

y Reduction in the unavailability of Services and components

y Increase in reliability of Services and components

y Reduction in unavailability of Services

y Reduction in cost of business overtime caused by unavailable IT

y Reduction in critical time failures, for example, specific business peak and priority availability needs planned for

y Improvement in business and users satisfied with the Service, by Cascading Style Sheet (CSS) results

ITSCM KPIs, which include:

y Service recovery targets agreed and documented in SLAs and achievable within ITSCM plans

y Regular reviews undertaken, at least annually, of the business and IT continuity plans in business areas

y Regular and comprehensive testing of ITSCM plans

Information Security Management KPIs, which include:

y Decrease in security breaches reported to the Service Desk

y Decrease in the Impact of security breaches and Incidents

y Increase in SLA conformance with security clauses

Supplier Management KPIs, which include:

y Reduction in number of breaches of contractual targets

y Availability of Services not compromised by supplier performance

y Clear ownership and awareness of supplier and contractual issues

Note that these metrics are primarily “number” rather than “percentage.” This is because of the probable small sample size of each measurement.



Q2. Who is reviewing each measure?

Sample Answer: Owner of the processes, apply to the KIOSK service.

Q3. What improvement action can you expect at each measurement?

Sample Answer: Needs to be related to reach the objectives of the KIOSK service.


Over the past several years, the IT organization of a midsized retail business has implemented a number of ITIL processes. Its Service Desk routinely receives good reviews from customers, and the Incident Management process is very robust. The technical staff have spent a lot of time on developing an effective Event Management process to further strengthen their management of infrastructure. They have also made good use of Configuration Management and the Configuration Management Database (CMDB). These successes have encouraged them to push for Availability and Capacity Management as the next step. They see these as a way to control unrealistic expectations from the business. This apparent tension between IT and the business is troubling. A new CIO has also determined that there may be underlying problems with the business relationship.

Q1. As an ITIL consultant engaged by the CIO, what would you recommend?

a) Push ahead with formal Availability and Capacity Management processes. Obviously, the technical IT staff are leading the transition and you want to leverage their enthusiasm and expertise.

b) The relationship with the business should be the priority. To manage expectations and communicate clearly, you should change focus and develop an SLM process resulting in SLAs.

c) You suggest the role of Business Relationship Managers (BRMs) to develop the interface between the business and IT. While the BRMs can focus on developing a Business Service Catalogue, you should leverage Configuration Management to document the technical understanding of supporting services or Technical Service Catalogue. An integrated Service Catalogue will be the basis for developing SLAs.

d) Developing a new role of BRM will begin to gather business needs. These need to be communicated to the IT staff so they can understand the needs. The development of a Business Service Catalogue should be a priority.

Answers

a) 0: Distracter. There is no interface from or dialog with the business. There is a need to understand business plans before the organization can drive more technical processes, such as Availability and Capacity Management.

b) 1: Third Best. Reaching out to the business is good but to begin to develop SLAs, there needs to be a clear understanding of the Services being provided. The development of the Service Catalogue (both the Business Service Catalogue and the Technical Service Catalogue) should be in place.

c) 5: Most correct. This covers all the aspects and gets the PFSs in place.

d) 3: Second Best. Establishing the role of BRM will provide a focus and mechanism. You can’t forget about developing the Technical Service Catalogue, not just the Business Service Catalogue. This is especially true given the apparent maturity of some of the other processes.


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Reproduction of this material requires the permission of AXELOS Limited.The swirl logoTM is a trade mark of AXELOS LimitedITIL® is a registered trade mark of AXELOS Limited

Page 1 of 13 Version 6.1 (Live) Owner – The Official ITIL Accreditor

ITIL® Intermediate Lifecycle Stream:

SERVICE DESIGN CERTIFICATE

Sample Paper 1, version 6.1

Gradient Style, Complex Multiple Choice

ANSWERS AND RATIONALES


99




Answer Key:

Scenario Question Correct:5 Marks

2nd Best:3 Marks

3rd Best: 1 Mark

Distracter:0 Marks

One 1 B C D A

Two 2 D B C A

Three 3 C B A D

Four 4 D B A C

Five 5 D A C B

Six 6 B A D C

Seven 7 B C A D

Eight 8 B A D C


100




QUESTION One Scenario One

Question Rationale This question focuses on the managerial and supervisory aspects of the capacity management process. The main issues in the scenario are: • Capacity issues possibly caused by marketing campaigns for which IT was not

prepared• The scenario states that changes are tested on the company’s infrastructure but

not the live infrastructure that is owned by the ISPThe company is implementing service management and the question is about addressing the above issues and implementing capacity management.

MOST CORRECT (5) B This answer addresses the issues described in the scenario, as well as basic activities enabling improved management of capacity.

• Improving links with the marketing department will reduce surprises inthe future. This will allow IT to predict and provide any increase incapacity

• The scenario states that changes are tested on the company’sinfrastructure but not the live infrastructure that is owned by the ISP.This bullet addresses this point so that the ISP can ensure thatadequate resources are predicted and provided

• The third bullet is in general a good idea when establishing capacitymanagement, enabling proactive actions to be taken to avoid incidentsand therefore increase uptime

• Introduce a capacity plan such that longer-term capacity changesbased upon growth prediction can be planned and funded. Buying newcapacity in a timely manner will reduce performance-related incidentsand help avoid sudden expensive increases. This will increasecustomer satisfaction by ensuring the website is useable whenrequired

SECOND BEST (3) C Good points here but does not address all the issues:

• Scenario indicates that a stronger link to the marketing department isneeded

• Bullet 2 suggests improving testing but does not mention the issue oftesting on a more representative infrastructure

• This will increase customer satisfaction by ensuring the website isuseable when required

• Establishing interfaces with the change management processes of thecompany and the ISP will ensure that any relevant changes affectingcapacity and performance are assessed, avoiding downtime causedby capacity-related incidents

THIRD BEST (1) D A very good theoretical answer but not adequately related to the scenario. Nor does it address the lack of testing on the ISP infrastructure.

DISTRACTER (0) A This answer shifts too much of the responsibility to the ISP, and is not a proactive approach to capacity management:

• The scenario did not state that the ISP was the reason for the panicupgrade. |It is better to improve internal process to avoid asking forlast-minute changes

• It will not help much to warn customers about slow systems. They'llfind another shop

• Normally it’s outside your mandate to improve the change process ofyour ISP, but it’s important to address the interface

• This shifts too much of the responsibility to the ISP, especially sincethe company does not yet have a proper capacity managementprocess in place themselves

Syllabus Unit / Module supported

ITIL SL: SD03 Service design processes


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Blooms Taxonomy Testing Level

Level 4 Analysis – The ability to use the practices and concepts in a situation or unprompted use of an abstraction. Can apply what is learned in the classroom, in workplace situations. Can separate concepts into component parts to understand structure and can distinguish between facts and inferences.

Application – Analysing scenario for issues affecting capacity to decide the best way to solve issues and improve management of capacity. The candidate must distinguish that best practice is not enough on its own; that solutions must address the issues in the scenario and so which practices will be chosen will be impacted by this.

Subjects covered Categories Covered: • Managerial and supervisory aspects of the capacity management process (SD

4.5)Book Section Refs SD 4.5.3 – Service design processes – Capacity management – Value to business

SD 4.5.4 – Service design processes – Capacity management – Policies, principles and basic concepts SD 4.5.5 – Service design processes – Capacity management – Process activities, methods and techniques – (Figure 4.17 Capacity management overview with sub-processes )

Difficulty Hard


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QUESTION Two Scenario Two

Question Rationale This question focuses on the use and application of the RACI matrix, and tests the candidate’s ability to match skill to activity in the most appropriate way for the IT Unit.

MOST CORRECT (5) D This is the best answer. Everyone is involved. There is only one person accountable for each activity and only the appropriate people are responsible for contributing to each of the activities.

SECOND BEST (3) B This is a reasonable solution, but only worth three marks, because SLM is overloaded with accountability and responsibility. SLM is accountable and responsible for “producing service designs”, but is not ideally suited and doesn’t have the technical knowledge required to undertake this activity.

THIRD BEST (1) C This is an unreasonable solution. AvM is a technician and is certainly not the best person to analyse and define requirements. FinM have been given accountability and/or responsibility for three activities for which they really don’t have the required skills. AccM and SLM have no responsibility or accountability at all.

DISTRACTER (0) A This solution is unacceptable because there are two double accountabilities for two of the activities, which will cause conflict and is against RACI guidelines.


ITIL SL: SD05 Organizing for service design ITIL SL: SD02 Service design principles



Application – The candidate needs to analyse the scenario and apply knowledge about RACI diagrams in order to identify the best mapping of existing people to new roles and responsibilities. The candidate must analyse the resident skills of the people and take this into account when selecting the most appropriate match of activity to skill.

Subjects covered Categories Covered: • Organizing for service design• RACI• Roles and responsibilities

Book Section Refs SD 6.3 – Organizing for service design – Roles SD 3.7.4.1 – Service design principles – Design aspects – Designing processes – Designing roles - the RACI model SD 3.7.4.2 – Service design principles – Design aspects – Designing processes – Processes and RACI

Difficulty Hard


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QUESTION Three Scenario Three

Question Rationale This question focuses on the value and use of customer surveys and of using feedback to involve the business and drive improvements.

MOST CORRECT (5) C This is the right answer as it incorporates the business and the appropriate representatives from IT. • It is the only answer that agrees on a set of improvement actions.• The scenario indicates, for example, that some improvements can easily

be done at the service desk to improve customer satisfaction, by agreeingon a set of business priorities for impact and urgency. This might notnecessarily involve changing any SLA targets.

• This is the only option that addresses the need of alignment andinteraction between IT and business

SECOND BEST (3) B • Assuming that the targets are wrong, adjusting the SLAs and targets alonewill not improve customer satisfaction

• Nevertheless, this answer also includes improvements. The weak point isthat they don’t involve the business when analysing the situation andproposing the improvements. This is crucial in order to identify the rightimprovement actions. It would also increase the chance to obtain buy-inand funding from the business

THIRD BEST (1) A This doesn’t really improve the situation. • Just agreeing that the SLAs and targets are still valid won’t improve

anything. It does not identify improvement actions. It does not involve thebusiness

• An awareness campaign about SLAs and targets might be a good idea,but should be done in cooperation with the business. In this case, it mightbe perceived as blaming the business which signed such a bad SLA andmake the cooperation with business managers difficult

DISTRACTER (0) D Assuming the targets are wrong and adjusting the SLAs and targets urgently without any business buy-in is not going to improve customer satisfaction. In fact it’s probably going to make things even worse. The service design manager doesn’t even involve BRMs, or SLM or AvM teams in the analysis or to identify actions.




Level 3 Applying – Use ideas, principles and theories in new, particular and concrete situations. Behavioural tasks at this level involve both knowing and comprehension and might include choosing appropriate procedures, applying principles, using an approach or identifying the selection of options.

Application – Apply knowledge about service level management, and ITIL in general, in order to identify the best way forward in the situation described.

Subjects covered Categories Covered: • Activities and techniques for service level management, but not the detailed

process steps.Book Section Refs SD 4.2 – Service design processes – Service level management Difficulty Moderate


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QUESTION Four Scenario Four

Question Rationale This question focuses on the managerial and supervisory aspects of the supplier management process. Specific needs for the described scenario must also be addressed. Scope of the supplier management process should include:

• Implementation and enforcement of a supplier policy• Maintenance of a SCMIS• Supplier and contract categorization and risk assessment• Supplier and contract evaluation and selection• Development, negotiation and agreement of contracts• Contract review, renewal and termination• Management of suppliers and suppliers’ performance• Implementation of service and supplier improvement plans• Maintenance of standard contracts, terms and conditions• Management of contractual dispute resolution• Management of sub-contracted suppliers

MOST CORRECT (5) D This answer addresses the issues in the scenario and gives the best coverage according to the scope of the supplier management process.

1 An SCMIS, with suppliers and contracts categorized based on risk and strategic value, is crucial in order to be able to spend more time on key suppliers.

2 A standard approach for contract selection, review, renewal and termination is needed in the scenario, in order to avoid issues such as contracts being renewed despite an absence of improvement plans, and the near termination of contract by accident.

3 This is the core of the supplier management process and addresses an issue in the scenario of poor communication and failures to meet agreed targets.

4 This is one possible approach. To establish a separate project might be the best approach for this issue. Renegotiation and consolidation of contracts with suppliers delivering services to local offices under multiple contracts is a time-consuming task. For each contract renegotiation might need to be aligned with termination dates.

SECOND BEST (3) B Nearly as good as alternative D but misses: • Management of suppliers and suppliers’ performance• Agreement and implementation of service and supplier improvement

plansA possible requirement to consolidate contracts with global suppliers depends on the circumstances and the conditions in each country. Huge savings can sometimes be made possible by establishing company-wide contracts, but sometimes they are not possible because of practical, legal or financial circumstances. This activity should therefore not be the one to start off with.

1 Nearly as good answer as D since it does not categorize based on risk to the business and the strategic value of the supplier.

2 Not as good as answer D. Sub-contracted suppliers are not an issue in the scenario.

3 This answer addresses aspects of relationship and performance management, even if meetings do not necessarily include relationship management.

4 At least this question has a focus on strategic and tactical suppliers only, so this approach might be realistic.

THIRD BEST (1) A This answer covers some of the topics to be addressed, but not correctly, and not all of them.

1 Involvement of the legal department to check contracts according to


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company policy, organizational terms and conditions and legal obligations must be done before contracts are signed, not after – as this review suggests. It is better if they are built into the process and carried out by renewal of each contract.

Also, alignment with SLA targets must be done before contracts are signed.

2 It is important to implement an SCMIS, but even if notification of contract expiry dates is useful it is not the main purpose of the SCMIS. One month in advance is normally too short a notice for review and renegotiation.

3 Key account managers are normally roles for managing customers, not suppliers, and this is not a role within supplier management.

4 Consolidation of all contracts with suppliers delivering services to local offices under multiple contracts is a huge task. It will take time and effort to renegotiate each contract. The scenario indicates that the majority of people are located at the Head office in one country, so the benefit of consolidation must be carefully considered. It is, though, good to address this issue, since it is of concern to the management.

DISTRACTER (0) C This answer has the wrong focus. The frequent turnover of staff is not the root cause of this problem. Service Management should be focused on well-documented processes and procedures to avoid dependence on key personnel.

1 People working closest to the suppliers might follow up contracts on a day-to-day basis, but supplier management and contract management should be at a higher level.

2 The SCMIS is about more than sharing knowledge and avoiding dependence on key people. Clear roles and responsibilities is an important principle within service management. Two people sharing responsibility for each contract is not a good idea.

3 The frequent turnover of staff is not the root cause of this problem. 4 Consolidation of contracts with global suppliers might not be the task

to start with, but according to the scenario it should at least be addressed.


ITIL SL: SD03 – Service design processes



Application – The candidate must analyse the chaotic situation with regard to suppliers and contracts in order to decide the best set of actions.

Subjects covered Categories Covered: • Supplier management• Contract management• SCMIS• Supplier categorization

Book Section Refs SD 4.8.2 – Service design processes – Supplier management – Scope SD 4.8.5 – Service design processes – Supplier management – Process activities, methods and techniques – (Figure 4.27 Supplier management process) SD 4.8.8 – Service design processes – Supplier management – Critical success factors and key performance indicators

Difficulty Easy


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QUESTION Five Scenario Five

Question Rationale This question focuses on the value and use of SAC and SDP within service design activities.

MOST CORRECT (5) D This is the right solution, using SAC and SDP templates, with the SAC being created at the start of the design activities and the SDP being produced before the service moves into the transition stage. The new client management service, which is early in the design phase, should be chosen as a pilot.

SECOND BEST (3) A Both SAC and SDP templates are developed. The only thing is that producing the SAC and SDP ‘before’ transition is less accurate than in option D.

THIRD BEST (1) C Templates are only developed for SDPs and completed as the service moves into the transition stage. Using both upcoming services as a pilot might seem to be a good idea, but creating SAC a month before the launch is too late, so the new web ordering service is not really suitable to be a pilot due to its current limited state of readiness.

DISTRACTER (0) B This is not a good solution, as no templates are developed. More importantly, the option specifies that the SDP is assembled during the requirements phase of the service design stage. This is not possible because the information will not be available at this time. Creating SAC a month before the launch is too late, since the content collection of the SAC should have started in service strategy with financial cost analysis and business sign-off criteria. The SAC is then expanded in the service design requirements phase, together with the SDP with all the reminding items outlined in Appendix B, Therefore, the new web ordering service is not suitable to be a pilot.


ITIL SL: SD01 Introduction to service design



Application – The candidate is required to understand the need for templates, and apply ITIL knowledge in order to identify the correct order of producing the SAC and SDPs and where they fit into the lifecycle.

Subjects covered Categories Covered: • The contents and use of the service design package• The contents and use of service acceptance criteria

Book Section Refs SD Appendix A – The service design package SD Appendix B – Service acceptance criteria (example)

Difficulty Moderate


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QUESTION Six Scenario Six

Question Rationale This question focuses on the importance of balanced design (balance between functionality, resources and schedule, involvement of the business and the need to consider operational aspects).

MOST CORRECT (5) B • Involvement of business for business requirements• Technical, operational and organizational aspects taken into account• Balance looked for: joint decision based on costs, risks analysis, high-level

plan and sourcing options• Sourcing: mainly in-house for the first two phases but nothing mentioned

about the actual development; will be considered after full analysisSECOND BEST (3) A • Similar to B except for the requirement analysis

• The consultant and the service design manager prepare a report (withoutbusiness involvement) submitted to the business for validation andapproval. This is dangerous as their view of the business requirementsmight not be accurate enough (which would mean a poor starting point forthe design). Although it might be tempting to save some time at this stageby not going through a formal requirement analysis, it might end up takingeven longer in the long run).

• Alternative B is also better because of the practical approach it takes tofreeing up internal resources for the project by hiring people for lessstrategic tasks.

THIRD BEST (1) D • Business involvement for requirements analysis mentioned• No indication of operational aspects taken into account• Balance between time, functionality and costs looked for• Sourcing: a straight decision for outsourcing before knowing more about the

actual business requirements is not idealDISTRACTER (0) C • No requirement analysis with the business

• No indication of operational aspects taken into account• No balance between time, functionality and costs: focuses on time only• Sourcing: a straight decision for outsourcing before knowing more about the

actual business requirements is not idealSyllabus Unit / Module supported

ITIL SL: SD02 Service design principles



Application – The candidate is required to apply knowledge of balanced design in the context of the scenario to identify the best proposal.

Subjects covered Categories Covered: • Balanced design Identifying and documenting business requirements and drivers

purpose, goal and objective of service designBook Section Refs SD 1.1.1 – Introduction – Overview – Purpose and objectives

SD 3.2 – Service design principles – Service design goals SD 3.3 – Service design principles – Balanced design SD 3.4 – Service design principles – Identifying and documenting business requirements and drivers

Difficulty Moderate


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QUESTION Seven Scenario Seven

Question Rationale Knowledge about KPIs and management reporting is crucial at a managerial level. This question is about students’ understanding of different types of metrics. Especially the four types of metrics used to measure the capability and performance of processes: • Progress: milestones and deliverables in the capability of the process• Compliance: compliance of the process to governance and regulatory

requirements and compliance of people to the use of the process• Effectiveness: the accuracy and correctness of the process and its ability to

deliver the ‘right result’• Efficiency: the productivity of the process, its speed, throughput and resource

utilization

It also brings in the terms ‘primary metrics’ (focusing on the effectiveness and quality of the solutions provided) and ‘secondary metrics’ (focused on the efficiency of the processes used to produce and manage those solutions).

MOST CORRECT (5) B 1 This answer recognizes the four categories of metrics used to

measure the capability and performance of processes. It also proposes a proper use of them.

For immature processes, it is recommended to start with metrics used to measure progress and compliance, especially during implementation or redesign. The focus on effectiveness and efficiency metrics should increase as the process maturity develops.

The described problem management process is redesigned and immature. Progress and compliance should be carefully measured during the implementation project.

During the change management process there were problems with people not following the process, so progress and compliance during re-implementation should be carefully measured. Effectiveness metrics to show if the process is able to deliver “the right result” is also needed, to convince people that it is worth following the process.

The incident management is more mature and ready to extend the types of metrics. The scenario states that incidents should be solved faster, so some effectiveness and efficiency metrics should be added, in addition to progress and compliance.

2 A report should reflect the business value in primary metrics (focusing on the effectiveness and quality of the solutions provided) as well as on secondary metrics (focusing on the efficiency of the processes used to produce and manage those solutions). Using a balanced scorecard will ensure focus on different areas (as, for example, people, process, solution, management). Using dashboard reports for different stakeholder groups are a good way to present the reports.

SECOND BEST (3) C Nearly as good as alternative B but:

1 Except for the incident management process, it might be too much to implement all categories of metrics before the processes are more mature. It would be wise to focus on progress and compliance first.

2 Reports focusing only on primary metrics for management and secondary metrics for process owners are not the best idea. Process owners will need to see the whole picture and sometimes management needs to drill down on process metrics as well. It would also be better to present the reports to the management group.


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THIRD BEST (1) A 1 Only three out of four categories of metrics are defined.

For immature processes it’s best to focus on progress and compliance. The focus on effectiveness and efficiency metrics should increase as the process maturity develops. In this answer they have done the opposite.

2 It is better if reports are tailored to the stakeholder groups. In addition, this is not the best way to distribute the reports – posting to a website does not mean that people really look at them or use them.

DISTRACTER (0) D This answer confuses primary/secondary metrics with the four types of metrics

used to measure capability and performance of processes (progress, compliance, effectiveness, and efficiency). By definition, primary metrics measure the service delivery and secondary metrics measure the contribution from processes.

1 Distracter: Confusion about terms: both primary and secondary metrics can be in different categories. The difference, as stated in the SD book, is that the primary metrics should focus on determining the effectiveness and the quality of the solutions provided. Secondary metrics can then measure the efficiency of the processes used to produce and manage the solution. In dashboard reports it should ideally be possible to look at the primary metrics and drill down to the secondary metrics.

2 Distracter – but a quite commonly used excuse. The idea of some key KPIs in simple dashboard reports specific to stakeholders should be possible with simple tools in place. Lack of tools should not stop them. In the scenario it is a requirement for the project.


ITIL SL: SD02 Service Design Principles



Application – Candidate has to analyse the scenario and decide which types of KPI are most suitable for managing the different processes at their current levels of maturity.

Subjects covered Categories Covered: • Designing measurement systems and metrics

Book Section Refs SD 3.7.5 – Service design principles – Design aspects – Designing measurement systems and metrics

Difficulty Moderate


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QUESTION Eight Scenario Eight

Question Rationale The purpose of the question is to assess the candidate’s knowledge of the implementation/improvement cycle in relation to service management in general and service design in particular:

1. What is the vision?2. Where are we now?3. Where do we want to be?4. How do we get there?5. How can we tell when we have got there?6. How do we keep going?

As the question asks for long-term improvement, a model answer should cover all six stages of the implementation approach, including keeping the momentum and improvement cycle going. It should also reflect the need for involving the business, service design and service operation, as indicated in the scenario.

MOST CORRECT (5) B The six steps of the implementation/improvement approach are covered, and all relevant stakeholders are involved.

SECOND BEST (3) A Although presented with a different wording, the five first stages are more or less covered but the ‘Where are we now’ is limited to the ITIL review only. In addition, the improvement initiative as described is more of a one-off project than a continuous effort, and the last step of the implementation/improvement approach (How do we keep going?) is not covered. Service operation is not involved in the initiative.

THIRD BEST (1) D Four steps only are covered, and the same comment as for answer A applies. Steps 1 and 6 are not covered at all: the ‘vision’ is not taken into account as the business is not involved, and the initiative is again a one-off effort with no evidence that they ‘will keep going’.

DISTRACTER (0) C The focus is on a symptom (lack of interface and collaboration between service design and service operation) rather than on the genuine issue, which is likely to be far wider. The proposed solution may sound appealing (e.g. awareness, training, involvement of operations staff, SIP) but it does not rest on a sound analysis of the actual needs and business context. In addition, it does not involve the business at all (not even indirectly) and, apart from buy-in and support, there is no active involvement of IT management, reducing the likelihood of permanent improvement.


ITIL SL: SD07 Implementing service design



Application – The question requires the candidate to analyse the information given in the scenario, and apply knowledge of the six-stage implementation approach to the case.

Subjects covered Categories Covered: • Implementation and improvement of service design• Six-stage implementation approach

Book Section Refs SD 8.4 – Implementing service design – Implementing service design Difficulty Easy


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Page 1 of 13

Version 6.1 (Live) Owner – The Official ITIL Accreditor

ITIL® Intermediate Lifecycle Stream:

SERVICE DESIGN CERTIFICATE

Sample Paper 2, version 6.1

Gradient Style, Complex Multiple Choice

ANSWERS AND RATIONALES


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Answer Key:

Scenario Question Correct: 5 Marks

2nd Best: 3 Marks

3rd Best: 1 Mark

Distracter: 0 Marks

One 1 B D C A

Two 2 B C A D

Three 3 B A C D

Four 4 B A D C

Five 5 D A B C

Six 6 A D B C

Seven 7 D B A C

Eight 8 A D C B


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QUESTION One Scenario One

Question Rationale This question focuses on the need to recognize that determining business criticality is part of the early requirements analysis phase of service design. Senior business representatives must agree and sign off the requirements to ensure that the service delivered matches the needs of the business. Discussions should take place with sufficiently high-level representatives from IT who can understand the business needs and translate the needs into service quality criteria. In addition, the business criticality has to be reviewed during every stage of the service lifecycle, as requirements often change and evolve. The correct answer should, therefore, make the following points:

• BAMs and BRMs should be involved• Discussions should take place when identifying SLRs• The decision should be reviewed during each stage of the service lifecycle.

MOST CORRECT (5) B Contains all the relevant points listed above. SECOND BEST (3) D This answer is quite good, but senior business management (BAMs) should be

involved in the discussions, and the decision should be reviewed at later stages in the service lifecycle.

THIRD BEST (1) C This answer involves BPOs instead of BAMs, initiates the discussions too late (during the SLA drafting), and fails to specify the need for review later in the service lifecycle.

DISTRACTER (0) A Discussions are taking place at an insufficiently high level (BPOs and SMs, who mainly have a technical focus) and occur too late during the finalization of the SLAs. The review takes place during major incident, problem and change handling, where the scenario calls for quick decisions on prioritization. Also, the option fails to specify the need for reviews later in the service lifecycle.


ITIL SL: SD02 Service design principles



Application – The candidate must apply their knowledge of service design principles and, in particular, those related to service level requirements and business criticality, in order to select the answer option that will correctly address the needs outlined in the scenario.

Subjects covered Categories Covered: • Service design principles• Service requirements, business requirements and drivers.

Book Section Refs SD 3.4 – Service design principles – Identifying service requirements SD 3.5 – Service design principles – Identifying and documenting business requirements and drivers

Difficulty Easy


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QUESTION Two Scenario Two

Question Rationale The question tests the candidate’s knowledge of key capacity management activities, and their ability to balance business, service and capacity management issues. The scenario indicates the need for particular activities at all three levels: • Business capacity management (BCM) – The expansion period calls for attention

to growth, as well as establishing and following a good capacity plan• Service capacity management (SCM) – Issues with network latency reflect a

need for end-to-end measurements and assistance to resolve capacity-relatedincidents and problems

• Component capacity management (CCM) – The fact that key IT systems areapproaching their capacity limits means that finite resources should be carefullymonitored, and trends should be established based on the capacity plan.

MOST CORRECT (5) B Contains a balanced mixture of BCM, SCM and CCM activities, and reflects the particular needs set out in the scenario.

SECOND BEST (3) C Also contains a balanced set of activities, but misses a few key issues in the scenario, for instance, the focus on growth and the need for end-to-end measurements.

THIRD BEST (1) A Only contains activities related to CCM, and does not sufficiently reflect the needs indicated in the scenario.

DISTRACTER (0) D This option focuses on SCM activities only. It also includes activities that should be contained within the service level management and supplier management processes, within the scope of capacity management.




Level 4 Analysis – The ability to use the practices and concepts in a situation or unprompted use of an abstraction. Can apply what is learned in the classroom in workplace situations. Can separate concepts into component parts to understand structure and can distinguish between facts and inferences.

Application – The candidate must apply their knowledge of capacity management activities and analyse the scenario to correctly identify a balanced set of activities that address the issues described.

Subjects covered Categories Covered: • Capacity management activities.

Book Section Refs SD 4.5.1 – Service design processes – Capacity management – Purpose and objectives SD 4.5.2 – Service design processes – Capacity management – Scope SD 4.5.4 – Service design processes – Capacity management – Policies, principles and basic concepts

Difficulty Moderate


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QUESTION Three Scenario Three

Question Rationale This question focuses on the evaluation and selection of sourcing options for the design and development of a new service.

MOST CORRECT (5) B This is the right sequence of activities. Before being discarded, alternative solutions should be compared, described and evaluated within the business case to show that all options have been considered.

SECOND BEST (3) A This is almost correct, but the SAC activities and the review of the sourcing strategy take place too late to be of any real value. These should be completed at the start of the approach.

THIRD BEST (1) C This is less correct because, as well as containing the faults in option A, the evaluating and checking alternative solutions activity takes place before the activity producing alternatives and budgetary costs.

DISTRACTER (0) D This is wrong because it contains all of the faults in option C. Also the elimination of the non-conforming solutions takes place even earlier, and the business case is produced before the strategy has been reviewed and the specific SAC produced.


ITIL SL: SD02 – Service design principles



Application – The candidate must analyse the scenario and apply their knowledge of service design, service acceptance criteria and sourcing options in order to select the answer option that best meets the needs described. Timing of the activities is a key to selecting the correct option.

Subjects covered Categories Covered: • Service requirements, business requirements and drivers• Designing service solutions• Service design models.

Book Section Refs SD 3.4 – Service design principles – Identifying service requirements SD 3.5 – Service design principles – Identifying and documenting business requirements and drivers SD 3.7.1 – Service design principles – Design aspects – Designing service solutions SD 3.11 – Service design principles – Service design models

Difficulty Moderate


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Page 6 of 13


QUESTION Four Scenario Four

Question Rationale This question focuses on the value of achieving business buy-in to the IT service continuity and information security management strategies.

The correct answer should contain the following phases:

Phase Description Phase 1 The current situation is assessed, both in order to understand short-

to long-term business needs as a foundation for proper strategies, and also to identify the key elements of the CRSM’s current worries.

Phase 2 Resources with business knowledge should be involved as they can provide detail on requirements in the areas of continuity and security, and because they should have ownership of the final results.

Phase 3 This phase should lead up to business continuity and business security strategies and policies as these will form the foundation upon which IT continuity and information security strategies should be based. Although IT was previously tasked with developing these, the scenario states that they have not been finalized.

Phase 4 The actual IT continuity and information security strategies should be finalized.

The order of the two first phases is not fixed. However, finalizing the IT continuity and information security strategies should be in the last phase, as this is what the question specifically addresses.

In more detail, the following activities should be present:

• Existing service level agreements (SLAs), contracts, IT strategies and plansshould be reviewed in order to identify short-term and medium-term needs

• The CRSM should be involved in order to identify the worries that are drivingthe initiative

• Corporate strategies, approaches and processes should be reviewed inorder to identify long-term needs.

• The BRMs should be involved as they have insight into business practices• The business units themselves should be involved as the continuity and

security strategies are there to support them.• A business case should be established with budget, resources and IT senior

management commitment, to ensure that the project is aligned with businessrequirements

• A business impact assessment and risk assessment should be performed inorder to assess needs for continuity and security

• The business security and business continuity strategies should be finalizedas these will form the foundation on which IT continuity and informationsecurity strategies will be agreed.

• The IT continuity and information security strategies should be agreed, sincethis is what the question is asking for.

MOST CORRECT (5) B Covers all required activities and has them in the correct order. Particularly important is the continuous involvement of business representatives, as the IT unit has identified a specific need for more business buy-in and better alignment of IT to the business.

SECOND BEST (3) A Contains all the required activities but only within IT. The answer does not involve any interaction with the business, which is crucial for the IT continuity and information security strategies to be relevant for the business.

THIRD BEST (1) D Again limits the involvement to IT only and does not perform a business impact


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analysis. No SLAs, contracts or plans are assessed in order to understand both current and future needs. Only existing arrangements are taken into consideration, which the CRSM is worrying about already.

DISTRACTER (0) C Does not involve the business at all, agrees on new IT continuity and information security strategies before assessing the current situation or engaging with any stakeholders, and includes activities that fall within other processes (supplier management).


ITIL SL: SD01 Introduction to service design ITIL SL: SD03 Service design processes


Level 4 Analysis - The ability to use the practices and concepts in a situation or unprompted use of an abstraction. Can apply what is learned in the classroom in workplace situations. Can separate concepts into component parts to understand structure and can distinguish between facts and inferences.

Application – The candidate must analyse the scenario and apply their knowledge of ITSCM to correctly identify the proper activities in each phase of the project.

Subjects covered Categories Covered: • IT service continuity management• Information security management• Business service management.

Book Section Refs SD 4.4 – Service design processes – Availability management SD 4.6 – Service design processes – IT service continuity management SD 3.1.4 – Service design principles – Service design basics – Value to the business

Difficulty Hard


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QUESTION Five Scenario Five

Question Rationale Based on the scenario, the correct option should contain the following points: • Support for the service lifecycle• Support for the processes of incident, problem, change, and release and

deployment management• Support for service desk activities and anything that contributes to automating

the incident management process, such as CTI• Support for integration with event and systems management tools that the IT unit

already has, and consultants available to help with the integration to addressnegative experiences with vendor support in the past

• Support for processes in the service design stage, particularly SLM, as they areimplementing this process as well as SLAs.

MOST CORRECT (5) D Contains all relevant points indicated above. SECOND BEST (3) A A good answer but only provides a more limited CMDB, as opposed to a CMS,

with no mention of having a service portfolio. Does not mention SLM. Financial management is mentioned but there is nothing in the scenario indicating an urgent need for this functionality. The support for change and release management is limited.

THIRD BEST (1) B Does not indicate the full service lifecycle is in focus. Contains only an asset management module, with no mention of support for configuration management. Financial management activities are again mentioned specifically. Integration with the event and systems management tool is, at best, only possible. The optional change and release and deployment management module provides very limited support for these processes. Support for a limited part of capacity and availability management including reporting is mentioned, rather than full support for service level management.

DISTRACTER (0) C Claims to be ITIL compliant although this is not a valid statement. There is much focus on financial management, and no mention of configuration management integrating the processes. There is built-in event management functionality although the IT unit has other tools for this area. There is no current support either for change management or for release and deployment management. There is support for a limited part of capacity management but no support for SLM.


ITIL SL: SD06 Technology considerations



Application – The candidate must analyse and compare tool information to find the best fit for the organization described. This requires knowledge of the basic tool functionality associated with the processes discussed in the scenario.

Subjects covered Categories Covered: • Technology considerations• The types of tools that would benefit service design• Requirements analysis.

Book Section Refs SD 7.0 – Technology considerations Difficulty Moderate


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Page 9 of 13


QUESTION Six Scenario Six

Question Rationale This question assesses the ability of the candidate to select a balanced set of appropriate KPIs for the service design process. KPIs should indicate effectiveness (including customer/user satisfaction), compliance, cost-effectiveness and efficiency. There is a particular need for focus on information security, based on the introduction of the new service explained in the scenario. This is the key difference between A (the best answer) and D, which is the second-best option.

MOST CORRECT (5) A Balanced set of KPIs with two out of six of them related to security:

Increase in percentage of service design packages completed on schedule

SD effectiveness KPI

An information security policy (ISP) is produced, communicated and reviewed according to schedule

SD compliance KPI

Percentage reduction in customer complaints regarding the IT services functionality, availability, security and performance

SD effectiveness KPI (customer satisfaction)

Percentage reduction in number of problems for which the root cause is linked to flaws in the service design process


Decrease in the number of security compliance audit failures relating to security requirements

SD compliance KPI

SECOND BEST (3) D This answer is still correct but is not as balanced as A. There is a high focus on effectiveness, only one security-related KPI, one KPI on customer satisfaction and no KPI at all on efficiency, cost-efficiency and compliance:

Percentage reduction in number of security breaches

Effectiveness KPI. Still acceptable but more debatable as the number of security breaches could be linked to SD not being effective but also to other phases of the lifecycle (e.g. procedures not respected in SO)

Increase in percentage of new services going live with a signed SLA


Increased accuracy of the SLAs, OLAs and contracts




Increased number of services transitioned with a service design package


THIRD BEST (1) B Unbalanced set of KPIs with high focus on cost-effectiveness, no KPI at all on customer/user satisfaction and no KPI related to security:

Increase in percentage of service design packages completed on schedule


Increased number of services transitioned with a service design package


Increase in percentage of new services going live with a signed SLA



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Percentage reduction in costs related to problems for which the root cause is linked to flaws in the service design process


Decrease in percentage of new services not approved for production due to lack of sufficient planning

Not the best SD KPI, since it could also be a KPI for service transition effectiveness

DISTRACTER (0) C The three last KPIs are not appropriate to SD. In addition, this set of KPIs is unbalanced as customer/user satisfaction is not covered:

Percentage of service design packages completed on schedule


Average time taken to resolve capacity related incidents

Service operation effectiveness (formulated as a metric not KPI)

Percentage of test plans produced on time




Percentage reduction in resolution costs of security related problems

Problem management effectiveness KPI


ITIL SL: SD08 Challenges, risks and critical success factors



Level 4 Analysis - The ability to use the practices and concepts in a situation or unprompted use of an abstraction. Can apply what is learned in the classroom in workplace situations. Can separate concepts into component parts to understand structure and can distinguish between facts and inferences.

Application – The candidate must analyse the scenario and apply knowledge about KPIs that relate to service design and which are balanced with regard to the issues described in the scenario.

Subjects covered Categories Covered: • Measurements through critical success factors and key performance indicators.

Book Section Refs SD 9.3 – Challenges, risks and critical success factors – Critical success factors and key performance indicators

Difficulty Hard


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QUESTION Seven Scenario Seven

Question Rationale The purpose of this question is to assess the knowledge of the scope and objectives of the SLM process. The three main areas of the SLM responsibility are: (1) define and manage SLAs; (2) develop relationships with the business; and (3) manage quality of delivered service with a reactive and a proactive aspect.

MOST CORRECT (5) D All aspects are covered, including: relationships with the business, IT service targets negotiated, agreed and documented, interface with IT to guarantee quality and SIP. The current cost reduction objective of the organization is also taken into account.

SECOND BEST (3) B Some aspects are covered: SLA management and quality management, proactive and reactive. Aspect not explicitly covered: development of relationship with the business. There is a focus on high-quality IT services and reliable technology, and no mention of the cost reduction objective. Also, SLM is not responsible for “defining appropriate underpinning agreements and contracts”, because contracts are defined by supplier management. SLM should define requirements for contracts but not the actual contracts. Even if there is no supplier manager in this organization that does not mean that service level managers should be doing this work, which is a decision for the IT director and beyond the scope of this question.

THIRD BEST (1) A This answer focuses mainly on SLA and SLR management but does not cover relationships with the business or quality management. It is not enough to ensure that IT understand the services, as seems to be the focus in this answer option. SLM have to work with business to achieve a common understanding. There is also no mention of the financial objective.

DISTRACTER (0) C The focus is on performance and best possible use of modern technology rather than on cost-effectiveness. Analysing volumes and demand is a demand management activity, sizing the IT infrastructure is a capacity management activity. In addition, the development of relationships goes too far as it includes the IT suppliers, which would be in the scope of supplier management. Similarly, it is supplier management that would manage underpinning contracts although SLM defines the requirements.





Application – The candidate must analyse the issues described in the scenario and apply their knowledge of the scope, purpose, goals and objectives of the SLM process to decide which option is the best choice.

Subjects covered Categories Covered: • Service level management.

Book Section Refs SD 4.3 – Service design processes – Service level management SD 4.3.1 – Service design processes – Service level management – Purpose and objectives SD 4.3.2 – Service design processes – Service level management – Scope

Difficulty Easy


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Page 12 of 13


QUESTION Eight Scenario Eight

Question Rationale This question tests the candidate’s ability to perform proper requirement identification. Since there are many possible CRM solutions available, it is crucial to start the project by identifying and documenting customer requirements in order to be able to find a tool that fits their needs. Lack of time is a typical excuse to shortcut this step, often resulting in an expensive tool that is not fit for purpose. The urgency aspect in the scenario is included to distinguish between candidates who recognize the need for proper requirement identification even though time is limited. From ITIL good practice and information in the scenario, the following activities should be part of the first steps in the project plan: • Identifying stakeholders and user groups to make sure that all views and needs

are captured, and because current issues are both business- and IT-related• Producing a requirement catalogue through interaction with the stakeholders, as

the current solution does not satisfy the needs• Gaining board approval of the requirement catalogue, as this is a business-

critical solution• Establishing a shortlist, a milestone in the project plan, as required by the board.

MOST CORRECT (5) A Includes all recommended activities. SECOND BEST (3) D • A requirement catalogue is produced but it is based on the SLA for the

existing CRM solution. The scenario describes several issues with thissolution – thus, important requirements will be missed

• Requirements are agreed but only with representatives from the business.Important technical requirements that IT would have, for example, thoserelated to replacing the mainframe with a more up-to-date infrastructure,are lost

• A shortlist is established before the board has agreed on the requirements.Thus, there is an increased risk of the business-critical solution not beingfit for purpose.

THIRD BEST (1) C • A requirement catalogue and shortlist are produced but with input onlyfrom IT, missing the important customer involvement and buy-in

• The option involves running a RFP process and performing testing beforethe requirements and shortlist have been approved by the board. On theplus side, the extensive testing involves both business users and IT

• The board is presented with a recommended solution to purchase before ithas approved either a requirement catalogue or shortlist.

DISTRACTER (0) B • Stakeholders are not identified• No requirement catalogue is established• Reference customers’ opinions are sought, even though their

requirements might be completely different• The board is presented with a recommended solution to purchase before it

has approved either a requirement catalogue or a shortlist.Syllabus Unit / Module supported

ITIL SL: SD04 Service design technology-related activities



Application – The candidate must consider the issues described in the scenario and the correct activities for gathering requirements according the service design requirements engineering, in order to select the appropriate answer option that will address the issues in the scenario.

Subjects covered Categories Covered: • Requirements engineering


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Book Section Refs SD 5.1.3 – Service design technology-related activities - Requirements engineering – Requirements for investigation techniques SD 5.1.4 – Service design technology-related activities - Requirements engineering - Problems with requirements engineering

Difficulty Moderate



RELEASE NOTESRelease Type Market ReleaseCourse Name ITIL Service Design Lifecycle Classroom

Current Version No. r3.3.0 Current Release Date July 10, 2014

Previous Release Version No. r3.2.0 Previous Release Date January 08, 2013

Next Release Version No. TBD Next Release Date TBD

Course Description

Course Duration: 3 days# of Modules: 9Case Study Based: YesAssociated Certification Name: ITIL Service Design Lifecycle

Components Released• PPTs• Instructor Guide• Reference material (printable version and eBook)• Workbook (printable version and online version)• EPG and Mock Exam

New Features

Course updated as per AXELOS guidelines

Existing exercises have been updated to improve the difficulty level

Online version on workbook is also available

There are few structural differences in eBook and printed materials –

EPG has been moved from work book to eBook.

Macro images have been removed for eBook

Table of Content has been updated accordingly.

Exercises are updated for the following sections:Topic Topic Name

1.2 Scope and Value to Business

1.7 Group/Individual Exercise

2.1 Holistic Service Design

2.6.2 Designing Management Information Systems and Tools

2.8 Design Constraints

2.9 Service-Oriented Architecture


2.12 Sample Test Question

3.1 Design Coordination

3.2 service Catalogue Management

3.4 Sample Test Question

3.3 Service Level Management

4.1.5 Process activities, Methods and Techniques

4.2.6 Triggers Inputs, Outputs and interfaces

4.3.7 CSFs and KPIs

5.2.5 Process activities, Methods and Techniques

5.2.7 CSFs and KPIs for Successful ISM


ITIL Intermediate Certification Level | Release Notes



7.3 Roles


9.4 Implementing Service Design


Bugs Reported Action TakenSyllabus has to updated Updated the Syllabus

Known Issues Expected FixNA NA

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