ITIL® Foundation

for
Service Management
 Course overview
1. Introduction
2. Service Lifecycle
3. Service Management - Principles and Concepts
4. Service Strategy
5. Service Design
6. Service Transition
7. Service Operation
8. Functions in Service Operation
9. Continual Service Improvement
10. Technology and Architecture
11. Exam Preparation.
The Service Lifecycle
 ITIL ® as a Service Management Framework

• IT Infrastructure Library was developed by OGC in UK

– Used by organizations worldwide to establish and improve
capabilities in service Management
– De-facto standard
– To be adapted and adopted
• Certifications and body of knowledge globally valid and
acceptable.
 Why ITIL®?
• “Common” Language
• Effective and Efficient
• More practice than theory
• Proven
• De-facto
• Supported by Service Management standards & Certifications
(CMMi, ISO20000, CoBit etc)
• Adaptability and Flexibility
• Helps Compliance to norms and laws
 Who can use ITIL®?
• Internal Service Providers
• External Service Providers
• Shared Service Providers
Examples
– Cloud Service Providers (IaaS, SaaS, PaaS)
– Hardware vendors
– Software Support
For Customers
– Internal (Same Organization)
– External
 Good Practices
Good practices: Practices that are widely used in industry by
companies getting good results

Reasons to adopt good practice:

– Dynamic environments
– Performance pressure

Benefits: They help organizations benchmark themselves against

peers in the same and global markets to close gaps in
capabilities

Sources: Public frameworks, standards, proprietary knowledge of

individuals and organizations, community practices, etc.
 Good Practices
Good practices: Practices that are widely used in industry by
companies getting good results

Reasons to adopt good practice:

– Dynamic environments
– Performance pressure

Benefits: They help organizations benchmark themselves against

peers in the same and global markets to close gaps in
capabilities

Sources: Public frameworks, standards, proprietary knowledge of

individuals and organizations, community practices, etc.
 1.
2.
Service Portfolio Mgmt
Finance Management
ITIL® Core
3. Demand Management 1. Event Management
4. Business Relationship Management 2. Incident Management
5. Strategy Management for IT 3. Request Fulfillment
4. Problem Management
5. Access Management
1. Design Coordination
2. Service Catalogue Mgmt
3. Service Level Mgmt
4. Capacity Mgmt
5. Availability Mgmt
6. Service Continuity Mgmt
7. Information Security 1. The CSI
Mgmt Improvement Process
8. Supplier Mgmt

1. Change Management
2. Service Asset and Configuration
Mgmt
3. Release and Deployment Mgmt
4. Knowledge Mgmt
5. Transition Planning and Support
6. Service Validation and Testing
7. Change Evaluation
 Service Strategy

1. Service Portfolio Mgmt

2. Finance Management
3. Demand Management
4. Business Relationship Management
5. Strategy Management for IT
 Goals & Objectives of SS
Goal is to help service providers to
• operate and grow successfully in the long-term
• provide the ability to think and act in a strategic manner
Objectives:
• To provide direction for
– Growth
– Prioritizing investments and
– Defining outcomes
against which the effectiveness of service Management may be
measured
• To influence organizational attitudes and culture towards the
creation of value for customers through services
• To ensure effective communication, coordination, and control
among various parts of a service organization
 Business Value of SS
• Sets clear direction for everyone for quicker decision making
thereby improving business efficiency

• Helps service organization to prioritize investments to get

planned returns

• Helps building strategic assets which add value to business

• Guides entire SD, ST & SO in a coherent manner for effective

service operations
 Service Design

1. Design Coordination
2. Service Catalogue Mgmt
3. Service Level Mgmt
4. Capacity Mgmt
5. Availability Mgmt
6. Service Continuity Mgmt
7. Information Security
Mgmt
8. Supplier Mgmt
 Service Design
• Objective
– Design services to satisfy business objectives, based on the
quality, compliance, risk and security requirements
– Delivering more effective and efficient IT services
– Coordinating all design activities for IT services to ensure
consistency and business focus
• Business Value
– Reduced Total Cost of Ownership (TCO)
– Improved quality & consistency of service
– Better handling of new or changed services
– Improved service alignment with business
– Improved IT governance
– More effective SM and IT processes
– Improved information and decision-making
 Service Transition

1. Change Management
2. Service Asset and Configuration
Mgmt
3. Release and Deployment Mgmt
Transition Planning and Support
Service Validation and Testing
Evaluation
Knowledge Mgmt
 Goals of Service Transition

• Set customer expectations on how the performance and use

of the new or changed service
• Enable the business change project or customer
• Reduce variations in the predicted and actual performance
• Reduce the known errors
• Ensure that the service can be used in accordance with the
requirements and constraints specified within the service
requirements
 Service Transition
• Objective
– Plan and manage the resources
– Ensure there is minimal unpredicted impact
– Increase the customer, user and Service Management
staff satisfaction
– Increase proper use of the services and underlying
applications and technology solutions
– Provide clear and comprehensive plans
 Service Transition

• Business Value

– The ability to adapt quickly to new requirements and market

developments (‘competitive edge’)
– Transition Management of mergers, de-mergers, acquisitions and
transfer of services
– The success rate of changes and releases for the business
– The predictions of service levels and warranties for new and
changed services
 Service Operation

1. Event Management
2. Incident Management
3. Request Fulfillment
4. Problem Management
5. Access Management
 Service Operation

• Goals & Objective

– Coordinate and carry out the IT operational activities
– Work on processes required to deliver and manage services
at agreed levels
– Manage the technology that is used to deliver and support
services
 Service Operation

• Business Value
– Balance between cost vs quality
– Clearer and improved communication
– IT operational health Management
• Value to business
– The operation of service is where the plans, design and
optimizations are executed and measured
– From a customer viewpoint, Service Operations is where
actual value is seen.
 Balances in Service Operation

• IT Services versus Technology components

• Stability versus Responsiveness
• Quality of Service versus Cost of Service
• Reactive versus Proactive
 Continual Service Improvement
The 7 Step Improvement Process
Quality: Deming's Circle (Shewhart Cycle)

Consolidation level
2

Consolidation level Continuous Step by

1 step improvement

Time Scale Sy.Ref: 03-42

 PDCA Model
Continual Service Improvement
Business
Business results
Requirements
Management
responsibilities
Request for new Customer
service satisfaction

PLAN
CSI
Service and process More effective and
measurements efficient processes

ACT DO
modify CSI Implement CSI
External New changed
requirements services

CHECK Monitor,
measure and
Security review CSI Improved employee
requirements morale
 Goal & Objectives of CSI
The primary purpose of CSI is to continually align and realign
IT services to the changing business needs by identifying and
implementing improvements to IT services that support
business processes

Objectives:
Review, analyze and make recommendations:
• On improvement opportunities
• Service levels
Improve effectiveness and efficiency in delivering services by
ensuring applicable quality practices are used

Sy.Ref: 02-11
 Business Value of CSI
• Increased organizational competency
• Integration between people and processes
• Reduction of redundancy increases business throughput
• Minimized lost opportunities
• Assured regulatory compliance that will minimize costs and
reduce risk
• Ability to react to change rapidly.
Service Management
 Service
• Service is:
– a means of delivering value to customer by
– facilitating outcomes customers want to achieve
– without the ownership of specific costs and risks

• Service Management is:

– set of specialized organizational capabilities
– for providing value to customers
– in the form of services

• Services may be defined by specifications, but

Customer outcomes are the genesis of services
Sy.Ref: 01-3, 01-6, 01-7, 03-39
 Utility and Warranty
UTILITY

Performance supported? T/F

OR
Constraints removed? Fit for
purpose?

AND Value-created
Available enough? T/F
Fit for use?
Capacity enough?
AND
Continuous enough? T/F T: True
F: False
Secure enough? WARRANTY
Scope of Service Management

Sy.Ref: 04-3
 Roles out side the Service Organization
Customer:

 A Customer is someone who buys IT services.

 The Customer of an IT service provider is the person or group
who defines and agrees the service level targets.

User:
 A User is a person who uses one or several IT services on a
day-to-day basis. Service Users are distinct from Customers,
as some Customers do not use IT services directly.
36
Service Asset used for value creation

37
 Service Owner

• Acts as a primary customer contact for all service related

enquiries and issues
• Ensures that ongoing service delivery meet agreed customer
requirements
• Identify opportunities for service improvement and take
actions
• Liaise with required process owners throughout the service
Management lifecycle
• Accountable for delivery of the service.
 Process Owner

• Is accountable for the overall quality of the process and oversees

the Management of and compliance with the processes,
procedures, data models, policies, and technologies associated
with the IT business process.
• Is responsible for ensuring that a process is fit for purpose and
for ensuring that all activities within the process are performed.
• Is also responsible for the sponsorship, design, and Change
Management of the process and its metrics..
 Functions
Functions are units of organizations
– specialized to perform certain types of work
– and be responsible for specific outcomes
Functions are
– Self contained entities
– Provide structure to the organization
– Define roles and associate responsibility
– Leads to specialization and optimization
Role –
– A set of responsibilities, activities and authorities granted to
a person or team
– One person or team may have multiple roles.
Sy.Ref: 01-9
 RACI Model
• Responsible (the “doer”)
– The individual (s) who actually completes the task
• Accountable (the “Manager”)
– The individual who is ultimately responsible
– Only 1 person can be accountable for each task
– yes or no authority and veto power
• Consulted ( the “gyannis”)
– The individual (s) to be consulted prior to a final decision or action
– involvement through input of knowledge and information
• Informed ( the “keep in loop” types)
– The individual (s) who needs to be informed after a decision or action is taken.
– This incorporates one-way ‘ communication
– receiving information about process execution and quality
RACI model ensures adequate spread of responsibilities

Sy.Ref: 07-2
 Processes
Processes:
• A process is a set of coordinated activities
– combining and implementing resources and capabilities
– in order to produce an outcome
– which, directly or indirectly, creates value
– for an external customer or stakeholder

• Process control
– The activity of planning and regulating the process with the
objective of performing the process in an effective, efficient
and consistent manner.
Sy.Ref: 01-9
 Process flow

Customers
Process 1

Applications Networks Servers

Process 2

Feedback

Sy.Ref: 01-10
 Characteristics of Processes

• Measurable
• Specific results
• Customers
• They respond to specific events

Sy.Ref: 01-10
 Critical Success Factors ( CSF )

• Elements essential to achieving the business mission.

• KPI Following from these CSFs determine the Quality,
Performance, Value and Process Compliance.
 Baseline

• Starting point for later comparison

• Should be established at 3 levels
– Strategic
– Tactical
– Operational
 Service Strategy

Strategy Generation
Sourcing Strategy
1. Service Portfolio Mgmt
2. Finance Management
3. Demand Management
4. Business Relationship Mgmt

Conceptualizing value creation …

4 Ps of Service Strategy
 Service Provider & Types
• Service Provider: An organization supplying services to one or
more Internal or External Customers
Please note: Service Provider is often used in short for IT
Service Provider

• There are three archetypes of business models for service

provisioning:
– Type I – internal service provider
– Type II – shared services unit
– Type III – external service provider
 Different sourcing approaches

• In sourcing – Utilizing internal resources

• Co-sourcing – Often a combination of in & out sourcing
• Partnership or multi-sourcing – Strategic partnerships
• Outsourcing – Utilizing resources external organization.
– Business Process Outsourcing (BPO) – Entire
business process or function outsourced
– Application Service Provision (ASP) – Applications on
demand
– Knowledge Process Outsourcing (KPO) - Domain-
based processes and business expertise
 Stakeholders
• A person who has an interest in an organization, project, IT
service etc.
• Stakeholders may be interested in the activities, targets,
resources or deliverables
• Stakeholders may include customers, partners, employees,
shareholders, owners etc..
• More often, the stakeholder s involvement is likely to be
addresses through the RACI matrix.
• For an implementation of a Projects (such as an
Improvement initiative), it is customary to build a stakeholder
matrix to evaluate and handle the influence of various
stakeholders
Sy.Ref: 01-8
 Governance
Governance, ensures that policies and strategy are actually
implemented, and that required processes are correctly
followed. Governance includes defining roles and
responsibilities, measuring and reporting, and taking actions
to resolve any issues identified.
• Note:
– Effective enterprise governance of IT results in improved performance as well as
compliance to external requirements, yet successful implementation remains
elusive for many enterprises.
– Processes need to be supported with carefully prescribed roles, responsibilities
and accountabilities.
– They also require an appropriate set of guiding principles and organizational
structures that fit the culture, style, skills and operational norms specific to the
enterprise, inclusive of all stakeholders and role players
– Organizations Must ensure governance and management processes integrate
both business and IT responsibilities.

Sy.Ref: 03-5
 Business case

• A business case is a decision support and planning tool that

projects the likely consequences of business action,
A financial analysis is frequently at the central of a good
business case
 Risk
• Risk is defined as uncertainty of outcome, whether
positive opportunity or negative threat.
• Managing risks requires the identification and control of
the exposure to risk, which may have an impact on the
achievement of an organization’s business objectives.

Risk Management: The process responsible for identifying,

assessing and controlling risks. Risk management is also
sometimes used to refer to the second part of the overall
process after risks have been identified and assessed, as in
‘Risk Assessment and Management’.
Sy.Ref: 03-7, 05-46
 Service Portfolio
The Service Portfolio is the complete set of services that is
managed by a Service Provider.
The Service Portfolio:
• Manages the entire Lifecycle of all services and includes
three categories:
– Service Pipeline (proposed or in development)
– Service Catalogue (live or available for deployment)
– Retired Services
• Acts as the basis of a decision framework because it allows
the Management to compare and contrast various ideas so
that the most viable and valuable can be further developed as
a service.
 SPM – Goal & Objectives

• Goal of SPM is to manage Service Portfolio by considering

services in terms of the business value they provide

• Objectives
– Define: inventory services, ensure business case & validate
portfolio data
– Analyze: maximize portfolio value, align & prioritize and balance
supply vs demand
– Approve: finalize process portfolio, authorize services & recourses
– Charter: communicate decision, allocate recourses and charter
services
 Demand Management– Goal & Objectives

Goal of demand Management is to:

• understand and influence Customer demand for Services
and provide capacity to meet these demands
Business Activity influencing the patterns of demand for services

58
 Finance Management– Goal & Objectives

Goal of Finance Management responsible for managing an

organization’s requirements for
• budgeting,
• accounting and
• charging
 Finance Management- Concepts

1. Budgeting
2. Accounting
3. Reporting
4. Charging

• Analyze both Customer and IT perspectives

Business Relationship Management– Goal & Objectives

Goal of Business Relationship Management is to:

• understand, define, and support a broad spectrum of
inter-business activities related to providing and
consuming knowledge and services via relationship
networks.
1. Design Coordination
Service Design
2. Service Catalogue Mgmt
3. Service Level Mgmt
4. Capacity Mgmt
5. Availability Mgmt
6. Service Continuity Mgmt
7. Information Security
Mgmt
8. Supplier Mgmt
 Four P’s of Service Design

• People
• Processes
• Products
• Partners
 Five major areas of Service Design

• Design of -
– New or changed services
– Service Management systems and tools, especially the
Service Portfolio, including the Service Catalogue
– Technology architecture and Management systems
– The processes required
– Measurement methods and metrics.
Service Catalogue Management - Scope, Goals &
Objectives
The goal is to ensure :
– that a Service Catalogue is produced and maintained,
– it contains accurate information on all operational &
planned services
Objectives:
– manage the information contained within the Service
Catalogue
– ensure accuracy in
• current details, status, interfaces and dependencies
of all services in scope
Scope:
• All services that are being transitioned or have been
transitioned to the live environment
Two views of the Service Catalogue
 Three views of the Service Catalogue (1/3)
Business Service catalogue

Audience: Business leaders, division heads, business analysts,

business relationship managers, service level managers.

Purpose: To display the catalog of services provided by IT in terms of

value delivered and business services enabled. To provide a baseline
for strategy and planning.

Examples: Replenishment, Product Development, Assorting, Selling,

Risk Management, Warehouse Management.

Elements: Service description, SLA definition and results, cost (if

applicable), entry point for new requests, view of outstanding
requests under review or in development.
 Three views of the Service Catalogue (2/3)
Technical Service catalogue

Audience: IT users, project managers, release managers, may include

access for business analysts or other support type groups outside IT
as appropriate.

Purpose: To aid in creating a repeatable, easy to use process for

technical requests and standard changes. Can also aid in increasing
compliance and automation of common IT tasks.

Examples: Risk assessment, new server request, job scheduling,

storage, backup and recovery, development.

Elements: Description, risks, impacts, standard procedures, upstream

and downstream relationships.
 Three views of the Service Catalogue (3/3)

End-user Service catalogue

Audience: Employees, contractors, managers, administrative assistants.

Purpose: To display a catalog of operational services and aid in automated

request fulfillment. This portal is the basis for user self service, so it
often contains options for other types of service requests fulfilled
outside of IT. May also be the home for Incident self-service.

Examples: Access requests, install standard desktop software, computer

hardware requests, facilities requests, telecom requests.

Elements: Description, price, licensing, limitations, delivery expectations,

approval requirements, outstanding and historical requests views.
 Service Level Management - Goals
The goal of Service Level Management is to ensure that:
– an agreed level of IT service is provided for all current IT
services
– future services are delivered to agreed achievable targets
– Proactive measures are taken to seek and implement
improvements to the level of service delivered
 Service Level Management - Objectives
The objectives of SLM are to:
• Define, document, agree, monitor, measure, report and review the
level of IT services provided
• Provide and improve the relationship and communication with the
business and customers
• Ensure that specific and measurable targets are developed for all
IT services
• Monitor and improve customer satisfaction with the quality of
service delivered
• Ensure that IT and the customers have a clear and unambiguous
expectation of the level of service to be delivered
• Ensure that proactive measures to improve the levels of service
delivered are implemented wherever it is cost-justifiable to do so
 Service Level Management- Basic Concepts

• SLA - Service Level Agreement

• OLA - Operational Level Agreement
• UC - Underpinning Contract
• SLR - Service Level Requirements
• SLAM Chart – SLA monitoring chart (sometimes known as
RAG Chart or Red Amber Green chart.)
• SIP: Service Improvement Plan
 CUSTOMER

SLA

OLA UC

SUPPORT THIRD PARTY

TEAMS SUPPLIERS
 Service Level Agreement- Structures

• Service-based SLA
• Customer-based SLA
• Multi-level SLAs
 SLM vs BRM: Comparison
BRM SLM
Strategic Tactical
Analyses if we are making positive Measures, Negotiates and Reviews the SL
contribution to the Business/Customers Targets
Forward Looking (Future Plans, Retrospective (Targets, Achievements,
Understand Business Objectives, Reviews)
Contribution to Business Improvements
pro-actively)
Focus on Strategic Requirements and Focus on Service Level performance and
Business Outcomes Targets
Involved in Design, Transition, Operations Involved in Design, Transition, Operations
and Improvement stages as a Strategic and Improvement stages as a Tactical
stakeholder, as an intent to manage stakeholder, as intend to manage the
impact to the Business Objectives Targets.
 Service Level Management – KPIs
■ Percentage reduction in ‘SLA targets missed’
■ Percentage reduction in ‘SLA targets threatened’
■ Percentage increase in customer perception and satisfaction
of SLA achievements, via service reviews and Customer
Satisfaction Survey responses
■ Percentage reduction in SLA breaches caused because of
third-party support contracts (underpinning contracts) &
internal Operational Level Agreements (OLAs).
 Availability Management - Goals & Scope

Goal : to ensure that

– level of service availability delivered in all services is
– matched to or exceeds
– the current and future agreed needs of the business
– in a cost-effective manner
Scope :
• designing, implementation, measurement, Management and
improvement of
• IT service and component availability
 Availability Management – Objectives

• Produce and maintain Availability Plan reflecting current and

future needs
• Provide advice and guidance on all availability-related issues
• Ensure availability achievements meet agreed targets
• Assist with the diagnosis and resolution of availability related
incidents and problems
• Assess impact of changes on Availability Plan
• Ensure proactive and cost-effective measures to improve the
availability
Monitors, measures and reports on the following:
 Availability

 Reliability

 Maintainability

 Service ability

 Security
 Capacity Management - Goal and Scope

• The goal of the Capacity Management process is to

ensure that
– cost-justifiable IT capacity
– Is matched to the current and future agreed needs of
the business
– In a timely manner
Scope :
• IT Services
• IT Components
 Capacity Management – Basic Concepts

• Balancing costs against resources needed

• Balancing supply against demand
• Sub-processes
– Business Capacity Management
– Service Capacity Management
– Component Capacity Management
• Modeling
• Demand Management
• Application Sizing
Capacity Management - Activities
 Capacity Management – Responsibilities
• Ensuring adequate IT capacity to meet required levels of
service
• Identifying capacity requirements of business
• Understanding the current usage profile and the maximum
capacity
• Sizing all proposed new services and systems,
• to ascertain capacity requirements

(Above points apply to IT Services as well as IT Components)

 Information Security Management - Goal and
scope

• The goal of the ISM process is to align IT security with

business security and ensure that information security is
effectively managed in all service and Service Management
activities
ISM must ensure that an Information Security Policy is
produced, maintained and enforced
• Scope - The ISM policies and processes should cover the
use and misuse of all the IT systems and the services for all
IT security issues
Information Security Management – Objective

• The objective of information security is to

– protect the interests of those relying on
– information, systems and communications
• from harm resulting from failures of
– Availability
– confidentiality and
– integrity
 Information Security Management –
Responsibilities
• Developing and maintaining the Information Security Policy
and a supporting set of specific policies
• Ensuring appropriate authorization, commitment and
endorsement from senior IT and business Management
• Communicating and publicizing the Information Security
Policy to all appropriate parties
• Ensuring that the Information Security Policy is enforced and
adhered to
• Identifying and classifying IT and information assets
(Configuration Items) and the level of control and protection
required
 Supplier
• A Third Party responsible for supplying goods or Services that
are required to deliver IT services.
• Examples of suppliers include commodity hardware and
software vendors, network and telecom providers, and
Outsourcing Organizations.
• We have to sign contracts with suppliers and these contracts
are known as Underpinning Contracts (UC)
 Supplier Management - Goal and Scope
• The goal of the Supplier Management process is to manage
suppliers and the services they supply, to provide seamless
quality of IT service to the business, ensuring value for money
is obtained.

• Scope-The Supplier Management process should include the

Management of all suppliers and contracts needed to support
the provision of IT services to the business
Supplier & Contracts Database
Supplier strategy
& policy

Evaluation of
new
suppliers &
contracts
Supplier
Establish new
categorization
suppliers &
& maintenance of
contracts
the SCD
Supplier &
Supplier contract
& Contract Database Management &
SCD performance
Supplier reports
and information Contract renewal
and/or
termination
 ITSCM - Goal & Scope
Goal : Support the larger business continuity plan
Scope
• Services, computer systems, networks, applications, data
repositories, telecommunications, environment, technical
support and Service Desk
• Also includes resources (People)
The objectives are ensuring that
• required IT technical and service facilities can be resumed
• within required, and agreed, business timescales
• Following a major disruption
 ITSCM – Responsibilities
• Performing Business Impact Analyses for all existing and new
services
• Implementing and maintaining the ITSCM process, in
accordance with the overall requirements of the organization’s
Business Continuity Management process, and
• Representing the IT services function within the Business
Continuity Management process
• Ensuring ITSCM plans, risks and activities are capable of
meeting the agreed targets under all circumstances
• Performing risk assessment and risk Management to avert
disasters where practical
 Design Coordination- Goals & Objective
Goal :
To coordinate the various service design activities for an effective
and successful service design.
The objectives are
• Ensure the consistent design of appropriate services, service
management information systems, architectures, technology,
processes, information and metrics to meet current and evolving
business outcomes and requirements
• Coordinate all design activities across projects, changes,
suppliers and support teams, and manage schedules, resources
and conflicts where required
 Service Design Package

• A Service Design Package is produced for each new IT

Service, major Change, or IT Service Retirement.

• Document (s) defining all aspects of an IT Service and its

Requirements through each stage of its Lifecycle.

• SDP is then passed from SD to Service Transition.

 Service Transition

1. Change Management
2. Service Asset and Configuration
Mgmt
3. Release and Deployment Mgmt
4. Transition Planning and Support
5. Service Validation and Testing
6. Change Evaluation
7. Knowledge Mgmt
 Change
• “ The addition, modification or removal of anything that could
have an effect on IT services.”

• The scope should include changes to all architectures,

processes, tools, metrics and documentation, as well as
changes to IT services and other configuration items.

• The Service Portfolio provides a clear definition of all current,

planned and retired services.
 Change Proposals
• A document that includes a high level description of a
potential service introduction or significant change, along with
a corresponding business case and an expected
implementation schedule.
• Change proposals are normally created by the service
portfolio management process and are passed to change
management for authorization. Change management will
review the potential impact on other services, on shared
resources, and on the overall change schedule.
• Once the change proposal has been authorized, service
portfolio management will charter the service.
 Transition Planning and Support
- Goals & Objectives
The goals:
• Planning and coordinating resources in order to ensure that the
specifications of the Service Design are realized starting with the
transition phase, identify, manage and
• To limit risks that could interrupt the service

The Objectives:
• plan and coordinate people and means within the frameworks
• make sure that everyone applies the same frameworks and standards
• report service issues
• provide clear and extensive plans
• support transition teams and others involved
• controlled planning of changes
• report issues, risks and other deviations
 Transition Planning and Support- Activities

The activities for planning and support consist of:

1. set up transition strategy

2. prepare Service Transition plan
3. coordinate Service Transition support
 Change Management - Purpose & Goals
Purpose:
• Standardized methods and procedures are used for efficient
and prompt handling of all changes
• All changes to service assets and configuration items are
recorded in the Configuration Management System
• Overall business risk is optimized.

The goals of Change Management are to:

• Respond to the customer’s changing business requirements
while maximizing value and reducing incidents, disruption and
re-work
• Respond to the business and IT requests for change that will
align the services with the business needs
 Change Management – Objectives
The objective of the Change Management Process is :
• To ensure that changes are recorded and then evaluated,
authorized, prioritized, planned, tested, implemented,
documented and reviewed in a controlled manner.

• Change authority –
– Formal authorization is obtained for each Change from a
Change authority that may be a role, person, or group of
people.
 Change types

Normal Change – ‘Run-of-the-mill’ change

Standard Change – Pre-approved changes

(for routine tasks)

Emergency Change – Which must be introduced ASAP

Normal Change Process
 Seven R’s of Change Management
- Impact Assessment
• Who RAISED the change?
• What is the REASON for the change?
• What is the RETURN required from the change?
• What are the RISKS involved in the change?
• What RESOURCES are required to deliver the change?
• Who is RESPONSIBLE for the build, test and implementation
of the change?
• What is the RELATIONSHIP between this change and other
changes?
 Change Management Terms & Concepts

– Change Model
– Change Authority
– Role of Change Manager
– CAB & ECAB
– Remediation Planning
 Change Management – KPIs & Challenges

The top five risk indicators of poor Change Management are:

• Unauthorized changes (above zero is unacceptable)
• Unplanned outages
• A low change success rate
• A high number of emergency changes
• Delayed project implementations.
 Configuration Item (CI)

• CI: Any Component that is managed the through formal

control of Change Management

• Information about each CI is recorded in a Configuration

Record within the Configuration Management System and is
maintained throughout its Lifecycle by Configuration
Management.
 Service Asset & Configuration Management – Goal

The Goals of Service Asset & Configuration Management are to:

• Support the business and customer’s control objectives and
requirements
• Support Service Management processes by providing accurate
configuration information to enable people to make decisions
• Minimize the number of quality and compliance issues
• Optimize the service assets, IT configurations, capabilities and
resources.
 SACM – Objectives & Scope

Objective:- To define and control the components of services

and infrastructure and maintain accurate configuration
information on the historical, planned and current state of the
services and infrastructure.
Scope :-
• It covers service assets across the whole service lifecycle.
• It provides a complete inventory of assets and who is
responsible for their control.
 Configuration Management System
• A set of tools and databases that are used to manage an IT
Service Provider's Configuration data.
• The CMS also includes information about Incidents, Problems,
Known Errors, Changes and Releases; and may contain data
about employees, Suppliers, locations, Business Units, Customers
and Users.
• The CMS includes tools for collecting, storing, managing,
updating, and presenting data about all Configuration Items and
their Relationships.
• The CMS is maintained by Configuration Management and is used
by all IT Service Management Processes.
 Definitive Media Library (DML)
• One or more locations in which the definitive and approved
versions of all Software Configuration Items are securely
stored.
• The DML may also contain associated CIs such as licenses
and documentation.
• The DML is a single logical storage area even if there are
multiple locations.
• All software in the DML is under the control of Change and
Release Management and is recorded in the Configuration
Management System.
• Only software from the DML is acceptable for use in a
Release
 Release & Deployment Management - Goal
• Release and Deployment Management aims to build, test and
deliver the capability to provide the services specified by
Service Design and that will accomplish the stakeholders’
requirements and deliver the intended objectives.
• The goal of Release and Deployment Management is to
deploy releases into production and establish effective use of
the service in order to deliver value to the customer and be
able to handover to service operations.
 Release Policy
• Set of rules for deploying releases into the live operational
environment, defining different approaches for releases depending
on their urgency and impact.

• Sets guidelines for the organization, in

• Covers release levels, types, units, identification, frequency and

phasing, the scope of controlled deliverables and necessary
documentation
 Release Unit
• Components of an IT Service that are normally Released
together.
• A Release Unit typically includes sufficient Components to
perform a useful Function.
• For example one Release Unit could be a Desktop PC,
including Hardware, Software, Licenses, Documentation etc.
• A different Release Unit may be the complete Payroll
Application, including IT Operations Procedures and User
training.
 RDM –Approaches

• ‘Big bang’ vs phased

• Push and pull
• Automation vs manual
– Designing release and release packages

Release and deployment Model define:

– Release structure - release package and the target
environments
– The exit and entry criteria
– The roles and responsibilities for each configuration item at
each release level
 Phases of Release and Deployment

4 Phases of Release and Deployment

1. Release Planning
2. Release Build
3. Release Testing
4. Release Deployment
ELS – Early Life Support
 Knowledge Management

Goal:
To enable organizations to improve the quality of
Management decisions by ensuring that reliable and secure
information and data is available through the Service
Lifecycle.

Knowledge Management is typically displayed within the

Data–Information–Knowledge–Wisdom structure.
Service Knowledge Management System
Service Knowledge
Management System Decisions

Configuration Management System

CMDB, KEDB, IDB, PDB, AMIS,

CMIS, SCD…… etc
 Service Operation

1. Event Management
2. Incident
Management
3. Request Fulfillment
4. Problem
Management
5. Access
Management
 Event Management
- Scope, Goals & Objectives

• Provide basis for operational monitoring and control by

detecting events, make sense of them and determine the
appropriate control action
• Provides the entry point for the execution of Service
Operation processes and activities.
• Provides a way of comparing actual performance and
behavior against design standards and SLAs.
• Provides a basis for Service Assurance and Reporting; and
Service Improvement.
 Event Management – Basic Concepts

• An event can be defined as any detectable or discernible

occurrence
– that has significance for the Management of the IT
Infrastructure or the delivery of IT service
Please Note:
Events are typically notifications created by an IT service,
Configuration Item (CI) or monitoring tool
– Events that signify regular operation
– Events that signify an exception
– Events that signify unusual, but not exceptional, operation
 Event Management

Event Classification
 Informative – does not require an action and is
not an exception
 Alert – occurs when a service or devices reaches
a threshold
 Exception – means that a service or device is
behaving abnormally
 Alert

• A notification that a threshold has been reached, something

has changed, or a failure has occurred.
• Alerts are often created and managed by System
Management tools and are managed by the Event
Management Process.
 Incident Management - Scope, Goals &
Objectives

Objective:
Restore normal service operation as quickly as possible and
minimize the adverse impact on business operations, thus
ensuring that the best possible levels of Service quality and
availability are maintained.

Scope:
• Any event which disrupts, or which could disrupt, a service.
 Incident

• An unplanned interruption to an IT Service or a reduction in

the Quality of an IT Service.
• Failure of a Configuration Item that has not yet impacted
Service is also an Incident.

For example Failure of one disk from a mirror set.

 Incident Management – Concepts

• Timescales
– Must be agreed for all incident-handling (IH) stages
• Incident Model
– Chronological order of the IH steps / Owner of actions /
Timescales and thresholds for completion of the Actions
• Major incident
– Procedure to be kept separate
Priority, Impact and Urgency

Priority =Impact X Urgency

Incident Management - Process
 Incident Management – Challenges

• The ability to detect incidents as early as possible.

• Convincing all users that all incidents must be logged.
• Availability of information about problems and Known Errors.
• Integration into the CMS.
• Integration into the SLM process
 Problem Management - Goals & Objectives

• To prevent problems and resulting incidents from happening, to

eliminate recurring incidents and to minimize the impact of
incidents that cannot be prevented
 Problem

• Unknown underlying cause of one or more Incidents (RCA)

• The cause is not usually known at the time a Problem Record

is created, and the Problem Management Process is
responsible for further investigation.
 Workaround

• Reducing or eliminating the Impact of an Incident or Problem

for which a full Resolution is not yet available.
• For example by restarting a failed Configuration Item.
• Workarounds for Problems are documented in Known Error
Records.
• Workarounds for Incidents that do not have associated
Problem Records are documented in the Incident Record.
 Known Error and KEDB

• A Problem that has a documented Root Cause and a

Workaround.
• Known Errors are created and managed throughout their
Lifecycle by Problem Management.
• Known Errors may also be identified by Development or
Suppliers.

Known Error Data Base (KEDB)

• A database containing all Known Error Records.
• This database is created by Problem Management and used
by Incident and Problem Management.
• The Known Error Database is part of the Service Knowledge
Management System.
 Request Fulfillment – Basic Concepts
• Service Requests will usually be satisfied by implementing a
Standard Change (frequent changes with low risk, low
cost)
• The ownership of Service Requests resides with the Service
Desk, which monitors, escalates, dispatches and often fulfils
the user request.
• Pre-defined Request Models which typically include some
form of pre-approval by Change Management
 Service Request
• A request from a User for information, or advice, or for a
Standard Change or for Access to an IT Service.
• For example to reset a password, or to provide standard IT
Services for a new User.
• Service Requests are usually handled by a Service Desk, and
do not require an RFC to be submitted.
 Request Fulfillment - Scope, Goals &
Objectives
• To provide a channel for users to request and receive
standard services for which a pre- defined approval and
qualification process exists
• To provide information to users and customers about the
availability of services and the procedure for obtaining them
• To source and deliver the components of requested standard
services (e.g. licenses and software media)
• To assist with general information, complaints or comments
 Access Management - Goal

• To provide authorized users the necessary rights to use a

service or group of services
• Actual execution of policies and actions defined in Security
and Availability Management
• It is also referred as Rights Management or Identity
Management
 Access Management – Basic Concepts

• Access
• Identity
• Rights or privileges
• Services or service groups
• Directory Services
 Communication in Service Operation

– Appropriate communication plays a very important role in

Service Operation.
– It is a must among IT teams, departments, users, internal
customers, and the Service Operation team to prevent or
mitigate issues.
Functions in ITIL Service
Operation
 What are functions ?
• A function is a logical concept
– that refers to the people and automated measures
– that execute
• a defined process
• an activity
• or a combination of processes or activities

• In larger organizations a function may be broken up and

performed by several departments, teams and groups, or it
may be embodied within a single organizational unit.
 Major SM Functions in ITIL®
• TMF – Technical Management Function
– Custodian of technical knowledge and expertise related to managing the
IT
• AMF – Application Management Function
– Custodian of technical knowledge and expertise related to managing
applications
– Overlaps with Application Development
• ITOMF – IT Operations Management Function
– Responsible for the daily operational activities needed to manage the IT
Infrastructure
– Has IT Operations control & Facilities Management
– Overlaps with TMF & AMF
• SDF – Service Desk Function
– SPOC
– Focuses on service restoration
 SDF – Objectives
• Primary aim - restore the ‘normal service’ to the users as quickly
as possible
(In this context ‘restoration of service’ is meant in the widest
possible sense)
Please note :
• It is a SPOC – Single point of contact
• While this could involve fixing a technical fault, it could equally
involve fulfilling a service request or answering a query or
anything that is needed to allow the users to return to working
satisfactorily
 Service Desk Types

Types of Service Desk –

1. Local (distributed) Service Desks at a number of sites. Normally, dividing

the Service Desk across a number of sites will make it more difficult to
manage.
2. Centralized Service Desk: All service desk agents sit at the same location
supporting users in different user location.
3. Virtual Service Desk: where the location is immaterial due to the use of
communications technology.
4. Follow the Sun: Two or more service desks are located in different
continents to offer a 24/7 service.
 SDF – Staffing
• Technically Unskilled
• Technically Skilled
• Technically Experts
Staffing depends on complexity of system supported and
what business can pay for.
Can be used as a stepping stone for more technical and
supervisory job.
 TMF – Roles in Service Management
• It is the custodian of technical knowledge and expertise
related to managing the IT infrastructure.
– In this role, it ensures that the knowledge required to
design, test, manage and improve IT services is identified,
developed and refined.
• It provides the actual resources to support the ITSM Lifecycle.
– In this role it ensures that resources are effectively trained
and deployed to design, build, transition, operate and
improve the technology required to deliver and support IT
services.
 AMF – Roles in Service Management
• It is the custodian of technical knowledge and expertise
related to managing applications.
• It provides the actual resources to support the ITSM Lifecycle.

Please note:
– Application Management is to applications what Technical
Management is to the IT Infrastructure.
– Application Management plays a role in all applications,
whether purchased or developed in-house.
– One of the key decisions : Build or Buy
 ITOMF – Objectives
IT Operations Management is
• Responsible for the daily operational activities needed to
manage the IT Infrastructure
• Done according to the Performance Standards defined during
Service Design

Please note:
• In some organizations this is a single, centralized department,
while in others some activities and staff are centralized
 ITOMF
Functions :

• IT Operations Control
– Ensures that routine operational tasks are carried out
– Provides centralized monitoring and control activities
– Uses an Operations Bridge or Network Operations Centre

• Facilities Management
– Management of the physical IT environment
(Data centers, computer rooms, etc)

Please note:
– In large Data Centers Technical and Application Management are co-
located with IT Operations
– In some organizations many physical components of the IT
Infrastructure are outsourced and Facilities Management may include
the Management of the outsourcing contracts
 Continual Service Improvement

1. The CSI Improvement

Process
 CSI – Basic Concepts
• CSI Register: A database or structured document used to
record and manage improvement opportunities throughout
their lifecycle.
• Improvement Roles (Who can contribute?)
– CSI Manager
– Process Owner
– Service Owner
– Process Manager
– Process Practitioner
– Service Managers
– Customers
– Senior Management
 CSI Approach
Business vision,
What is the vision? mission, goals and
objectives

Baseline
Where are we now?
assessments

How do we keep
the momentum Where do we want Measurable
going? to be? targets

Service & process

How do we get there?
improvement

Did we get there? Measurements &

metrics
 The CSI Improvement Process
Identify
• Vision 1
• Strategy Define what you
• Tactical Goals Should measure
• Operational
Goals
2
7 Define what you
Implement corrective can measure
action

Goals
6 Present and use the 3
Gather the data
information,
Who? How? When?
assessment
Integrity of data?
summary, action
plans etc.

5 Analyze the data 4

Relations? Trends? Process the data
According to plan? Frequency? Format?
Targets met? System? Accuracy?
Corrective action?
Measurement – Business Value

To Validate To direct

Your
measurement
frame work

To justify To Intervene
 Types of metrics

• Technology metrics
• Process metrics
• Service metrics

Measure Everything That Results In Customer Satisfaction