Introduction To ITIL

Introduction
to ITIL
Agenda
Monday 01/16/17 Introduction to ITIL, Service Strategy
Tuesday 01/17/17 Service Design
Wednesday 01/18/17 Service Transition
Thursday 01/19/17 Service Operation and Functions
Friday 01/20/17 Continuous Service Improvement
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1
Ice Breaker
Location
Favorite Dish
Favorite Travel destination past or future
A talent that most people don’t know you have
Ground Rules
Stay engaged
Ask Questions
Return from Breaks on time
Introduction to ITIL
ITIL Basics
The Service Lifecycle

2
What is ITIL?
Information Technology Infrastructure Library (ITIL):

A community-defined framework and library of IT service management
best practices.
Began in England as a project by the Central Computer and
Telecommunications Agency (CCTA).
Based on
ITIL CCTA
Organizations Involved in Maintaining ITIL
Organization Role
OGC The Office of Government Commerce (OGC) is the owner of ITIL.
The IT Service Management Forum (itSMF) is a global non-profit organization that supports IT
itSMF
service management, particularly through publications in the ITSM Library series.
Since 2015, this organization has defined the ITIL exams, qualification schemes, certification
Axelos
systems, and accredits the examination institutes.
Several organizations have been accredited by APMG for the delivery of the ITIL exams:
Examination Institute for Information Science (EXIN)
British Computer Society (BCS)/Information Systems
Exam institutes Examinations Board (ISEB)
PeopleCert
Loyalist Certification Services (LCS)
CSME
ITIL Qualification Schemes
Scheme Description
Foundation level Covers the basic knowledge of ITIL's core processes and concepts.
Covers material for two separate streams:

One based on the Service Lifecycle, comprising five exams, one for each phase of
the Service Lifecycle.
Intermediate level One based on practitioner capabilities, comprising four exams:
Operational Support and Analysis (OSA); Service Offerings and Agreements
(SOA); Release, Control, and Validation (RC&V); and Planning, Protection,
Optimization (PP&O).
Covers the full Lifecycle approach. Students must pass the Foundation exam, have
ITIL Expert at least 22 credits, and successfully pass the Managing Across the Lifecycle (MALC)
capstone course.
ITIL Master Candidates must demonstrate an ability to apply ITIL concepts to new areas.

3
ITIL Exams
Scheme Description
The ITIL v3 Foundation level is a multiple-choice, 40-question exam. Passing
Foundation level
score is 65%.
Service Strategy (SS)
Service Design (SD)
Intermediate level, Lifecycle
Service Transition (ST)
Stream
Service Operation (SO)
Continual Service Improvement (CSI)
Operational Support and Analysis (OSA)
Intermediate level, Service Offerings and Agreements (SOA)
Capability Stream Release, Control and Validation (RC&V)
Planning, Protection, and Optimization (PP&O)
The Managing Across the Lifecycle (MALC) capstone exam includes multiple
ITIL Expert choice, scenario-based, and gradient scored questions. Total questions: 8.
Passing score is 70%.
ITIL Master Candidates must demonstrate an ability to apply ITIL concepts to new areas.
Services and IT Services
Service: A means of delivering value to customers by

facilitating the outcomes customers want to achieve without the
ownership of specific costs and risks.
Service
Customer Service Provider
Service Management
Service management: A set of specialized organizational

capabilities for providing value to customers in the form of
services.
Internal IT Service Support
External IT Service Support

4
Value Creation
Value creation: The combination of utility and warranty that produces a

positive effect.
Utility: The actual, visible benefit of a service to meet a particular need. It is

described as “fitness for purpose” in ITIL.
Warranty: The guarantee that a service will meet the customer’s

requirements of it. It is described as “fitness for use” in ITIL.
Operating
= System
+
Value Utility Warranty
Utility and Warranty
Utility: The actual, visible benefit of the service that meets a particular
need.
Warranty: The guarantee that the service will meet its requirements.
Value is defined by the users
Value
Operating
System
Utility Warranty
"Fitness for purpose" "Fitness for use"
The Service Provider
Service provider: An organization that provides a service to

customers, which may be within the company, or may be external.
May be internal or external
Customers
Service Provider

5
Types of Service Providers
Service
Description
Provider Type
An internal service provider that is embedded within a business
unit.
Type I
Example: A department with its very own, dedicated IT support
group.
A shared services unit that provides services to several business
units.
Type II
Example: A centralized IT department that serves all of the other
departments.
An external service provider that is concerned with providing IT

services to customers outside of the company.
Type III
Example: A separate organization contracted to maintain and
support desktop hardware.
Best Practices
Best practice: An industry-wide method that has proven itself

in practice.
A best practice is:
Documented Measurable Actionable Specific
Processes
Process: A set of activities that are used to accomplish an

objective.
Input Input
Activity Activity Activity Activity Output
Input Input

6
Activities
Activity: An action or set of actions designed to achieve a

certain result; usually defined as part of a process or plan.
An IT Service Desk employee grants rights to a user.
The Process Model

Process model: A visual representation of the workflow and decision-making that occurs
within a process.
From Event Mgmt From Web Interface User Phone Call Email Technical Staff
Incident Identification
Incident Logging
Incident Categorization
Service
Yes To Request
Request? Fulfillment
No
Incident Prioritization
No
Yes Major
Major Incident
Procedure Incident?
No
Initial Diagnosis
The RACI Model
RACI Model: Responsible, Accountable, Consulted, and Informed. This

model is used to help define roles and responsibilities.
Board of Directors
Program Manager
Service Manager
Legal Adviser
PM Assistant
Activity 1 R A
Activity 2 A R I C
Activity 3 RA I I
Activity 4 RA C
Activity 5 A R I

7
Roles
Role: A set of responsibilities; defined in a process.
Security Manager
Individuals may have
Supplier Manager more than one role
Functions
Function: A team or group of people and the tools they use to

carry out one or more processes or activities.
Service Desk Function
Applications Tools Databases
Service Automation
Service automation: The usage of technology to monitor, optimize, and

analyze the assets and processes used by an IT organization.

8
The Service Lifecycle
Continual Service
Improvement
Service
Transition
Service
Design
Service
Service
Strategy
Strategy Continual Service
Improvement
Service
Operation
Continual Service
Improvement
Service Strategy
Continual Service
Improvement
Service Strategy:
Service
Transition
Concerns the overall strategic Service
Design
planning of the IT service. Service
Service
Strategy
Improvement
Includes financial planning and
definition of value to the
customer.
Service
Operation
Continual Service
Improvement
Service Design
Continual Service
Improvement
Service Design:
Service
Transition
Concerns the design and Service
development of services, service Design
Service
Service
management, and related Strategy
Improvement
processes.
Typically begins when a customer

requests a new or changed Service
Operation
service.
Continual Service
Improvement

9
Service Requirements
Continual Service
Improvement
Service Requirements include:
Scalability
Business processes and business units Service

Transition
IT service and business functionality Service
Design
Service
Service
Services, SLRs, and SLAs Strategy Continual Service
Strategy
Improvement
Technology components
Internal services associated with OLAs

Service
Externally supported services Operation
Measurements and metrics
Security levels Continual Service

Improvement
The Importance of Measurement
Continual Service
Improvement
Service
Transition
Service
Measurement Design may include: Design
Service
Service
Strategy
Efficiency Improvement
Accuracy
Compliance Service
Operation
Continual Service
Improvement
Service Transition
Continual Service
Improvement
Service Transition:
Utilizes various processes,

systems, and functions. Service
Transition
Service
Builds, tests, and deploys the Design
Service
Service
service before going live. Strategy
Improvement
Bridges the gap between Service
Design and Service Operation.
Service
Operation
Continual Service
Improvement

10
Service Operation
Continual Service
Improvement
Service Operation:
Service
Transition
Is where the service is first made Service
Design
available to customer. Service
Service
Strategy
Has its own processes and Improvement
functions to provide the service
at the agreed-upon level.
Service
Operation
Continual Service
Improvement
Continual Service Improvement
Continual Service
Improvement
Continual Service Improvement:
Can be applied anywhere in the Service

Lifecycle. Transition
Service
Design
Uses measurements to identify Service
Service
Strategy
strengths and weaknesses.
Improvement
Is continual, iterative work.
Is focused on making improvements Service

throughout the service lifecycle Operation
Continual Service
Improvement
Course Flow
Continual Service
Improvement
Service
Transition
Service
Design
Service
Service
Strategy
Improvement
Service
Operation
Continual Service
Improvement
Typical lifecycle flow:
Service Service Service Service

Strategy Design Transition Operation CSI
Course flow:

Strategy Design Transition Operation CSI

11
Reflective Questions
1. While you might not have used ITIL's exact terminology for the
Lifecycle stages you have experienced the processes within those
areas in your workplace. Which Lifecycle stage do you have the
most experience participating in?
2. What are some IT service best practices that exist in your

workplace, and where did they come from?
Introduction
to ITIL
Service Strategy

12
Service Strategy
Continual Service
Improvement
Basic Concepts of the Service Strategy Phase
The Financial Management Process

Service
The Service Portfolio Management Process Service Transition
Design Service
Service
Strategy
Strategy Continual
The Demand Management Process Service
Improvement
The Business Relationship Management
Process Service
Operation
Continual
Service
Improvement
Goals, Objectives, and Scope of the Service Strategy
Service Asset
Resources Capabilities
“Tools” “Know How”
The Service Portfolio
Service Catalog
Service Portfolio
Service Pipeline
Retired Services
Past Present Future Service Portfolio

13
Components of the Business Case
Typical components of a business case:

Introduction: Presents business objectives to
be addressed.
Methods and assumptions: Boundaries of the
business case (financing, beneficiaries, time
constraints).
Business impacts: Financial and non-financial
results.
Risks and contingencies: Potential side effects
or alternate results.
Business Case
Recommendations: Actions to be taken given
the conditions.
Risks of Service Strategy
Risk: An uncertainty in outcome that could cause the inability

to meet objectives.
Risks
Contract Design
Operational Market
Risk Analysis and Risk Management
Risk
Process to monitor
Assess value of risk
assets Reliable risk
Assess threat information
levels Balance of controls
Assess Decision-making
vulnerabilities Risk Analysis Risk Management processes
Countermeasures

14
Activities of Service Strategy
Service Strategy Activity Description
Understand the customers who will use this service and how it will
help them meet their business objectives.
Define the market
Understand any additional opportunities that arise by meeting
customer needs.
Define the market space, which is a set of business outcomes that

are facilitated by a service.
Develop the offerings Define your services from an outcome-based standpoint.
Populate the service portfolio by establishing the service catalog
and service pipeline.
Use capabilities and resources to support the services.

Develop strategic assets Use strategic assets to systematically create value for the customer.
Seek ways to improve service potential.
Align policies and objectives with customer needs.

Define CSFs.
Prepare for execution
Prioritize investments based on customer needs.
Seek ways to differentiate the service provider in the market space.
Four Processes of Service Strategy
Continual Service
Service Strategy processes: Improvement
Financial Management:
Use monetary resources as efficiently as

possible.
Service
Service Portfolio Management: Service Transition
Design Service
Service
Make investment-related decisions for services.
Strategy
Strategy Continual
Demand Management: Service
Improvement
Align the provisioning of a service with demand
for the service.
Service
Business Relationship Management: Operation
Bridge the communication gap between IT and
the business.
Continual
Service
Improvement
Financial Management
Financial Management: An integrated component of service

management that helps the organization determine the best
possible use of its monetary resources to provide services.
Service A Service B Service C Service D

15
Service Valuation
PV Actual cost of the service
SVP Anticipated additional utility

Service Valuation and warranty of service
If SVP > PV : Service is worth providing
If PV > SVP : Service is not worth providing
Direct vs. Indirect Costs
With indirect costs, the benefit of one specific service to each customer
is often impossible to compute.
=
HR Finance
Indirect
Direct
Marketing Engineering
Fixed vs. Variable Costs
Total Costs
Rises and falls in
proportion to
business activity
Variable Costs
Remains
Cost Fixed Costs constant
between intervals
Business Activity

16
Business Impact Analysis
A BIA:
Identifies the financial and operational

impact of an outage.
Determines the minimum requirements of

a service in order to meet critical business
needs.
Helps to determine a disaster recovery

model.
Assesses possible risk scenarios.
Accounting
Accounting: The method by which an organization tracks and records

investments and expenditures in order to provide services.
Capital/Operational Expenses
Fixed/Variable Costs
Direct/Indirect Costs
Budget
Financial figures are measured against a budget.
Budgeting
Budgeting: The activities associated with predicting and

controlling expenditures.
Involves predicting and controlling expenditures.
Defines acceptable amount of spending for providing a service.
Begins with negotiation.
Involves periodic monitoring and adjusting.
Budget

17
Funding Models
Funding Model Description
As each cycle of a process is completed, another wave of

Rolling plan
funding is added.
Funding is added when a particular event is triggered. For

Trigger-based instance, the approval of a change request might trigger funding
for release management planning.
Funding is just enough to bring the balance of providing a

Zero-based service back to zero. The service is not designed to make a
profit.
Chargebacks
Chargeback: A payment model in which an IT department associates a

cost with one or more specific services it offers, and bills departments for
these services when they are used.
HR
Proves value of
service to the
business
Bill
Service Provider Finance
Marketing
Service Portfolio Management
SPM: The process used to make investment-related decisions across

the enterprise.
Service Catalog
Service Pipeline
Retired Services
Service Portfolio
Identify:
Strengths and weaknesses of organization
Business requirements
Associated costs

18
SPM Objectives
SPM helps you answer these questions:

Why should a customer buy these services?
Why should a customer buy these services from us?
What are the pricing or chargeback models?
What are the organization’s strengths, weaknesses, priorities, and risks?
How should resources and capabilities be allocated?
Service Provider Industry
SPM Methods
Service
Strategy
Define
Analyze
Approve
Charter
Demand Management
Demand management: Align the provisioning of a service with

demand for the service.
Demand Pattern
Pattern of Capacity
Demand
Business Business Service Management
Activity Management
Plan
Delivery Schedule
x 25
x 100
x 200

19
Challenges of Demand Management
Services cannot be stored. How much demand is

there for this service?
How many resources Does demand follow a pattern,

should be set aside? or is it unpredictable?
Patterns of Business Activity
PBA: The patterns in business processes which provide an indication of

the level of demand for a particular service.
Service Provider
Demand
Production
User Profile User Profile User Profile
Inputs/Outputs of Demand Management
Inputs
Business process
Utilization process
Demand
Management
Outputs
Pricing structure
Resource allocation
System constraints

20
Making Early Decisions Count
Continual Service
Improvement
Customer needs Service

Market conditions Service Transition
Financial objectives Design Service
Service
Demand levels Strategy
Strategy Continual
Service
Improvement
Service
Operation
Continual
Service
Improvement
Service Strategy lays the foundation for the rest of the Lifecycle stages.
Business Relationship Management
Business Relationship Management: An alignment between

business and IT to help facilitate communication and provide
value.
IT The business
Challenges of Business Relationship Management
Some of the challenges involved with establishing and strengthening

the relationship with business include:
Availability of key business stakeholders
Communication skills of the IT service providers
Business skills of the IT service providers

21
Stakeholders
Stakeholder: Any person with an interest in the activities,

targets, resources or deliverables may be considered a
stakeholder.
Customer IT Support Service Provider
Understanding Business Needs
Implicit Need Explicit Need
IT Business Relationship The business

Manager
1. Take a moment to conduct a brief Business Impact Analysis of your

company. What would be the major financial and operational impacts of
a service outage? What measures do you believe can be taken to
minimize the impact of the interruption?
2. Although you may not have used the Service Portfolio Management
process as defined by ITIL, you may have had to go through a similar
process at your workplace. Have you ever had to select one or a few
services from a pool of potential IT services due to resource constraints?
What criteria were used to determine the most favorable options?

22
Introduction
to ITIL
Service Design

23
Agenda
Agenda

Ground Rules
Stay engaged
Ask Questions

24
Recap
Service Strategy
Continual Service
Improvement
Basic Concepts of the Service Strategy Phase
The Financial Management Process

Service
The Service Portfolio Management Process Service Transition
Design Service
Service
Strategy
Strategy Continual
The Demand Management Process Service
Improvement
The Business Relationship Management
Process Service
Operation
Continual
Service
Improvement
Service Design
Continual Service
Basic Concepts of Service Design: Improvement
The Service Level Management Process
The Service Catalog Management Process

Service
The Availability Management Process Transition
Service
The Capacity Management Process Design Service
Service
Strategy
Strategy Continual
The Information Security Management Service
Process Improvement
The IT Service Continuity Management

Service
Process
Operation
The Supplier Management Process
Continual Service
Improvement

25
The RACI Model
RACI Model: Responsible, Accountable, Consulted, and Informed. This

model is used to help define roles and responsibilities.
Board of Directors
Program Manager
Service Manager
Legal Adviser
PM Assistant
Activity 1 R A
Activity 2 A R I C
Activity 3 RA I I
Activity 4 RA C
Activity 5 A R I
Purpose, Objectives, and Scope of Service Design
Category Description
Design services to satisfy business objectives.
Design services that can be easily and efficiently developed.
Design efficient and effective processes for the design, transition,
operation, and improvement of high-quality IT services.
Goals and objectives
Identify and manage risks.
Design metrics for assessing the effectiveness and efficiency of
design processes and their deliverables.
Develop the skills and capability within IT.
Reduced Total Cost of Ownership (TCO).
Improved quality and consistency of service.
Easier implementation of new or changed services.
Improved service alignment.
Value to the business
More effective service performance.
Improved IT governance.
More effective service management and IT processes.
Improved information and decision making.
Service Design Principles
Architecture
New or Changed
Service
Tools Other Services
Management Systems

26
Service Design Packages
Service design package: A collection of documents that provide full details of the
service, along with expectations and customer requirements at each phase of its
lifecycle.
Both parties know
responsibilities of
each other
Service Design
Package
Documents
Customer
Describing
Requirements
Service
The 4 Ps of Service Design
P eople
P rocesses
P roducts
P artners
Design Coordination Process
Resources Schedule
Functionality
As any one of these three elements changes, an adjustment

is necessary for at least one of the remaining two.

27
Design Constraints
Financial
Resources
Standards & Values &

Value of
Regulations Ethics
Service
Capabilities
Aspects of Service Design
Service Design Aspect Description

The new or changed service must be aligned to customer business
Design of new or changed
requirements and outcomes. This aspect addresses all needs and the
services
resources that will be needed to meet them.
Design of the service The service portfolio describes the delivery process of the service to the
portfolio customer, including service information and status.
The IT infrastructure must support the data, applications, and access to
Design of IT architecture
everything the client needs.
This describes the activities involved in delivering the service to the
Design of processes
customer.
This helps the provider understand the most common causes of interruptions
Design of metrics
or service degradation, and ways to improve services accordingly.
Supplier Models
Supplier model options:

Insourcing: Resources for support are all internal.
Outsourcing: Resources for support are all external.
Co-sourcing: Combination of insourcing and outsourcing.
Multi-sourcing: Multiple organizations form a partnership to
accomplish business objectives.
Business process outsourcing: An external organization is used
provide or manage processes.
Application service provisioning: Applications are provided to clients
over a network.
Knowledge process outsourcing: An external organization is used for
specialized knowledge.

28
General Roles of Service Design
Process Owner Service Design IT Planner IT Architect

Manager
Specialized Roles of Service Design
Specialized Role Responsibility

Oversees the negotiations and management of SLAs, and ensures
Service Level Manager
they are met or exceeded.
Ensures that the service catalog is maintained, has the most current
Service Catalog Manager
information, and is available to all stakeholders.
Ensures that the service is meeting or exceeding all customer
Availability Manager
availability requirements as described in the SLA.
Balances resources and costs so that the level of service is acceptable
Capacity Manager
for users both now and in the future.
Defends the security of all of the organization's assets, information, and
Security Manager
services.
Ensures that any critical interruptions to a service are resolved within a
Service Continuity Manager
specific time frame.
Manages relationships with all suppliers and ensures that their levels of
Supplier Manager
service are sufficient for the organization to provide its own services.
An SLA
Contractual
agreement with
external party Provided
services
Performance
levels
Disaster
Penalties
responsibilities

29
Types of SLAs
SLA Type Description

An agreement that covers all aspects of a particular service,
Service-based SLA
no matter who the customer is.
An agreement that covers all services required for an
individual customer or customer group. Every service required
Customer-based SLA
by one specific group within an organization would be outlined
in a customer-based SLA.
An agreement that uses a tiered approach to defining the
Multi-level SLA services needed by different groups, or different levels of
management.
Service Level Requirements
SLR: A specific customer requirement for an aspect of the service,

based on a customer's specific business needs that are necessary for
the customer to meet its own objectives.
Service
SLR SLR SLR
Service Level Management
Service Level Management involves:

Negotiating SLAs and ensuring they are met.
Providing a framework for delivering IT services.
Ensuring the service provider and customer agree on the level of service.
Monitoring the service for quality.
Taking corrective action when necessary.
Service Level Service

Manager

30
The Service Level Agreement Management (SLAM) Chart
Distribution
Resources
Marketing
Finance
Human
Admin
Sales
Network Administration 75% 90% 95% 95% 50% 90%
Server Administration 95% 75% 90% 90% 50% 100%
Directory Services Administration 99% 70% 85% 92% 50% 70%
Messaging Administration 87% 70% 85% 88% 50% 65%
Database Administration 87% 75% 85% 90% 50% 99%
Command Center 88% 79% 90% 95% 50% 99%
Storage Management 81% 80% 90% 80% 50% 90%
Workload Management 20% 20% 20% 20% 20% 20% > 80%
Output Management 70% 65% 75% 65% 50% 70%
60-80%
Scheduling Team 93% 79% 90% 90% 50% 90%
Security Administration 85% 78% 85% 88% 50% 75% <60%
Service Review
Service review: A periodic assessment of the level of service being

provided to a customer.
IT Service Provider
Monthly or
Quarterly basis
Service
Service Level
Manager
Suppliers
Supplier: A third party that plays an essential role in the ability of a

service provider to offer a service to a customer.
ISP
Service Provider
Supplier
Customers

31
Underpinning Contracts
Underpinning Contract: A legally binding agreement among two or more entities. It may be between a
service provider and a supplier,Expectations
a service provider
ofand a customer, or among all three.
each
party
Expectations of
service
Compensation
Time constraints
Terms of usage
Service Provider Customers
Supplier
Operational Level Agreement
OLA: An internal agreement between the functions within the IT service provider. It is non-contractual, and
therefore not legally binding.
The Business
Service A
SLA
Service B s
Service C Establish level
IT SERVICES
of support for
Infrastruct Environm Applicatio service provider
Data to meet
ure ent ns
obligations
Internal Support
IT DEPARTMENT Groups OLA
s
Activities of Service Level Management
Monitor
Design SLA Establish
Service
Framework SLRs
Performance
Review and Review Improve

Internal &
Improve External Client
Services Agreements Satisfaction
Develop
Contacts
& Relations

32
Metrics of Service Level Management
Metrics of Service Level Management:

Equipment statistics (uptime, usage, packet drops)
Number (%) of SLAs delivered and missed
Customer satisfaction ratings
75% 90% 95% 95% 50% 90%

95% 75% 90% 90% 50% 100%
99% 70% 85% 92% 50% 70%
87% 70% 85% 88% 50% 65%
87% 75% 85% 90% 50% 99%
88% 79% 90% 95% 50% 99%
81% 80% 90% 80% 50% 90%
20% 20% 20% 20% 20% 20%
70% 65% 75% 65% 50% 70%
93% 79% 90% 90% 50% 90%
85% 78% 85% 88% 50% 75%
Break
The Service Catalog
Service catalog: All active and approved services that a provider currently
offers to its client base. The service catalog represents only a portion of the
overall service portfolio.
Service
Catalog
Service
Pipeline
SLA SLA Retired
Services
SLA SLA
Service Portfolio
SLA SLA
SLA SLA
Service Catalog

33
Service Catalog Management
SCM: The practice of maintaining an organization's service catalog, as

those that are in consideration.
Service Catalog
Service Service
SLA SLA
SLA SLA
Service Service
SLA SLA
SLA SLA
Service Pipeline
Aspects of the Service Catalog
Aspect Description
Contains the details of all IT services that
Business
are delivered to a customer, and outlines the
service
relationships to business units and business
catalog
processes that depend on the service.
The internal IT component of the service
catalog that describes the technical details
Technical
of each service provided for customers. It
service
includes the relation of these services to
catalog
shared services, components, and
configuration items.
Activities of Service Catalog Management
Service Catalog Management activities include:

Defining the services offered.
Maintaining the service catalog and making it available.
Keeping stakeholders up to date.
Managing the interaction and dependencies of services within the portfolio.
Monitoring the CMS. Service Catalog
Service Service
SLA SLA
SLA SLA
Service Service
SLA SLA
SLA SLA

34
Metrics of Service Catalog Management
Metrics of Service Catalog Management:

Number of services recorded
Number of variances between cataloged and actual services
Percentage of completeness of actual service inventory to cataloged inventory
Number of components in the catalog
Service Catalog
Service Service
SLA SLA
SLA SLA
Service Service
SLA SLA
SLA SLA
Availability
Availability: The capability of a service or a system to perform its

function when it is needed.
SLA 99.999%
SLA 99.9%
SLA 99%
Availability Management
Availability Management: The process responsible for ensuring that the IT

infrastructure, processes, tools, and roles are appropriate for the agreed upon
service level targets for availability.
SLA 99.9%
Infrastructure Processes
Actual: 99.96%
People Tools

35
The Availability Management Information System
AMIS: A virtual repository of all Availability Management data, usually stored in

multiple physical locations.
Monitor, measure, and analyze reports: review Availability

service and component availability Management
Information System
(AMIS)
Investigate all service and component unavailability;
Investigate remedial action
Availability
Management
Reports
Availability Plan
Risk assessment and Management Plan and design for now and
changed services
Availability
Design Criteria
Review all new and changed
Implement cost-justifiable counter Availability
services, test all availability and
measures Testing
resilience mechanisms
Schedule
Service vs. Component Availability
A service can be available even when a component of

that service is not.
Reliability, Maintainability, and Serviceability
Reliability: How long a service can fulfill its purpose without an interruption.
Maintainability: How quickly the service can be restored in the event of an

operation failure, using internal resources.
Serviceability: The ability to perform a service restoration using a third

party’s resources via a service contract.
DETECTED RECORDED DIAGNOSED REPAIRED RECOVERED RESTORED
INCIDENT INCIDENT
Time to Repair (Maintainability) Time Between Incidents

(Reliability)
Serviceability: Ability to perform restoration using third-party resources.

36
High Availability
High availability: An approach to IT service design that aims to remove SPOFs from the
architecture, so that the failure of a specific device will have as minimal an effect as possible.
SPOF
Vital Business Functions
VBFs require:
High availability: Component failures are transparent.
Fault tolerance: Components continue to operate when a part

fails.
Continuous operation: Planned downtime is masked to users.
Continuous availability: Planned and unplanned downtime is

masked to users.
Activities of Availability Management
Availability
Management Description
Activities
Identifying vital business functions
Designing for availability
Conducting an SPOF analysis
Modeling to test and analyze predicted usage/availability
Proactive Risk analysis and management
Creating availability test scenarios
Preventive maintenance
Developing a Projected Service Availability document
Continuous reviews and improvement
Monitoring, measuring, and reporting service and component availability
Analysis of interruptions
Reactive
Service failure analysis
Conducting an Expanded Incident Lifecycle

37
Metrics of Availability Management
Metrics of Availability Management:

Expected level of service vs. actual level of service
Costs associated with maintenance or high availability
Expanded Incident Lifecycle statistics:
Mean Time Between Failures, Mean Time Between Service Incidents, Mean
Time to Repair
SLA 99.9%
Actual: 99.96%
Capacity
Capacity: The maximum amount of throughput that

an IT service can support at any one time.
Capacity Too Low Capacity Too High
Capacity Management
Capacity Management: The process responsible for

ensuring that the capacity of IT services meets expected
levels of service performance, while keeping costs within
budget.
VS.
$

38
The Capacity Plan
The capacity plan:

Documents the current levels of resource utilization and
service performance.
Forecasts the future requirements for new IT resources to
support IT services.
Mentions any assumptions made.
Includes quantifiable recommendations. Capacity Plan
Requires periodic production and maintenance.

Should be published annually.
Types of Capacity Management
Capacity
Description
Management
Translates customer requirements into specifications for
Business Capacity the IT service, which are to be designed and implemented
Management in a timely fashion. The focus is on both current and future
needs.
Identifies the performance of the operational IT service in

Service Capacity order to ensure that the performance meets or exceeds
Management the agreed upon level. The IT service capacity must be
sufficient to support the business capacity requirements.
Manages and predicts the performance of each individual

Component Capacity technology component to ensure that all components
Management within the infrastructure are able to support the service
capacity that is required.
The Capacity Management Information System
CMIS: The centralized virtual repository used to capture and

manage data for anything relevant to capacity needs.
Capacity
Review current capacity and Management
performance Information
System (CMIS)
Improve current service and

component capacity Capacity and
performance
reports and data
Assess, agree, and document

new requirements and capacity
Forecasts
Plan new capacity

Capacity plan

39
Activities of Capacity Management
Capacity
Management Description
Activities
Assessing current needs and utilization
Predicting future needs and usage trends
Proactive Budgeting and planning for upgrades
Seeking ways to increase performance before there are
problems
Monitoring and measuring IT usage and response times
Responding and reacting to issues triggered by
Reactive
inadequate capacity
Tuning and implementation
Metrics of Capacity Management
Metrics of Capacity Management:

Usage statistics and trends
Average daily demand
Accuracy of forecasts
Cost effectiveness
Information Security Management
Information Security Management: A process that involves

the overall security of an organization's assets, information,
and services.
Information Security
Assets Information Services
Policies and Legal

Procedures Regulations

40
Information Security Components
Information security components should include:

Use and misuse of IT services.
Access control. Information Security
Password control.
Email and Internet usage.
Antivirus settings.
Remote access.
Supplier access.
Asset disposal.
Activities of Information Security Management
Effective Information Security Management requires:

Assessing the information being protected.
Communicating and enforcing the security policy.
Maintaining and distributing the information security policy.
Documenting controls that support the policy.
Monitoring and controlling security breaches and incidents.
Proactively improving security controls.
Information Security
Metrics of Information Security Management
Metrics of Information Security Management:

Number of security-related incidents
Average time to remediate a breach
Number of non-conformances with policy
Level of support of management
User awareness and compliance with policies

41
IT Service Continuity
IT service continuity: A measure of the ability of an

organization to resolve critical service interruptions.
IT Service Continuity Management (ITSCM)
Goals of ITSCM:
Support overall business continuity management process
Resolve interruptions within agreed-upon time frame
Continue agreed-upon level of service following
interruption
ITSCM vs. Availability Management
Availability
Management
ITSCM
Day-to-day activities Disastrous outage recovery

Perform function when needed Restore service as fast as possible

42
Activities of IT Service Continuity Management
BCM
Initiation
Business Establishing
Continuity Requirements
Strategy and Strategies
Business
Implementatio
Continuity
Plan n
Invocation Operation
Metrics of IT Service Continuity Management
Metrics of IT Service Continuity Management:

Uptime, downtime, outage statistics
Time required to restore service after critical
interruption
Trend of service recovery over time
Supplier Management
Supplier Management: The process by which suppliers are overseen to

ensure that the services they are providing are sufficient, so that the IT
service provider is able to fulfill its obligations to its own customers.
Supplier Manager
Service Provider
ISP
Supplier Customers

43
Supplier Management Infrastructure
Server Provider
Supplier Mgmt. Contracts Manager Finance &

Process Owner Purchasing
Legal
Supplier Supplier Supplier Supplier

Manager 1 Manager 2 Manager 3 Manager 4
Service Service Service Service Service Service
Supplier 1 Supplier 2 Supplier 3 Supplier 4 Supplier 5 Supplier 6
Sub-Contracted Sub-Contracted
Supplier 1 Supplier 2
Activities of Supplier Management
Identify Business
Requirements
Select New
Suppliers
Categorize
Suppliers
and Contracts
Supplier and Regulate Suppliers
Contract Database and Contracts
(SCD)
Manage
Performance
Renew or
End Contract
Metrics of Supplier Management
Metrics of Supplier Management:

Supplier performance over time and against industry
average
Supplier response time to disruptions
Supplier alignment with objectives of service provider
Supplier 1
Supplier 2
Supplier
Supplier 3 Manager

44
1. Think about a particular aspect of service delivery at your

organization, or one that you are familiar with. Of the seven
processes that are covered in Service Design, which do
you believe your business could improve upon in order to
improve the delivery of this service?
2. What is the result of an organization underestimating the

usage of a particular service, or overestimating the usage
of the service? What actions can an organization take to
prevent these problems from occurring?
Introduction
to ITIL
Service Transition

45
Agenda
Ground Rules
Stay engaged
Ask Questions
ITIL v3 Five Phases and related Processes

Continual
SS Strategy SD Design ST Transition SO Operations CSI Service
Improvement
Financial Service Level Change Event Management CSI Model

Management Management Management
Incident Plan-Do-Check-
Service Portfolio Service Catalog Service Asset Management Act
Management Management and
Configuration Request Fulfillment KPI’s and Metrics
Demand Availability Management
Management Management Problem
Release and Management
Business Capacity Deployment
Relationship Management Access
Management
Management Management
Information Knowledge Functions
Security Management
Management
• Service Desk
Service • Technical
Continuity Management
Management • Application
Management
Supplier
Management • Operations
Management

46
Service Transition
Basic Concepts of Service Transition:
The Change Management Process
The SACM Process
The Release and Deployment Management Process
The Knowledge Management Process
Service Transition
Continual Service
Improvement
Service Transition:
The management of all Service

processes, systems, and Service
Transition
functions that are needed in Design

Service
Service
order to build, test, and deploy Strategy
Improvement
new or changed services into
a live environment.
Service
Operation
Continual Service
Improvement
Purpose, Objectives, and Scope of Service Transition

Set customer expectations on performance of service.
Reduce variations in the predicted and actual performance.
Goals Reduce known errors and minimize risks.
Ensure that the service can be used in accordance with specified
service requirements.
Plan and manage the resources to establish new or changed
service into production within cost, quality, and time estimates.
Objectives
Ensure minimal unpredicted impact on production services.
Increase customer, user, and service staff satisfaction.
Service Transition improves:
The ability to adapt quickly.
Value to the
The success rate of changes and releases.
business
Confidence in the degree of compliance with requirements.
The productivity of business and customer staff.

47
Service Transition Processes
Processes of Service Transition: Continual Service

Improvement
• Change management
• Service Asset and Configuration Management (SACM)
• Release and Deployment management Service
Service Transition
• Knowledge management Design Servic
Service
• Change Evaluation Strategy
e
Continual
Service
• Transition Planning & Support Strate Improvement
• Validation and Testing management gy
Service
Operatio
n
Continual
Service
Improvement
Specialized Roles of Service Transition
Specialized Role Description

Process: Change management
Change Manager Responsibility: Ensure that changes are evaluated, prioritized, and deployed in a
controlled manner.
Process: SACM
Configuration Manager Responsibility: Ensure that all documentation regarding configuration items is current
and accurate.
Process: SACM
Service Asset Manager Responsibility: Maintain records about all of the company's service assets (inventory
levels, worth of all assets).
Process: Release and deployment management
Deployment Manager Responsibility: Oversee the planning and execution of the deployment of new
releases for configuration items. Determine the best method of making releases
available to the user base.
Process: Change management, release and deployment management
Risk-Evaluation Manager
Responsibility: Determine and evaluate the risks of introducing a change.
Process: Knowledge management
Service Knowledge Manager Responsibility: Coordinating the collection, organization, and availability of all the
organization's knowledge sources.
General Roles of Service Transition
Service Transition
Manager
Process Service
Owner Owner

48
Change
Change: The addition, removal, or modification of anything that is used to provide an IT service.
Application Software Hardware Process Documentation
Request for Change
RFC: A formal request for a change to be made to a particular IT

service.
RFC
User IT Service Provider
An RFC may be an electronic request, or a hard copy.
Change Management
Change management: The process that ensures that changes are deployed In a standardized manner.
Record the RFC
Requested
Review RFC
Ready for Evaluation

Assess and Evaluate
Change
Ready for Decision
Update CMS
Authorize Change
Authorized
Plan Updates
Scheduled
Coordinate Change
Implementation
Implemented
Review and Close
Change Record
Closed

49
Change Process Models and Workflows
A change process model typically outlines:

Steps to be taken to handle the change.
The chronological order of these steps, including

dependencies.
Responsibilities.
Timescales and thresholds for completion.
Escalation procedures.
The Change Advisory Board
CAB: A group of people that advises the Change Manager in the assessment, prioritization,
and scheduling of changes.
ECAB: A subset of the CAB that makes decisions about high impact emergency changes.
CAB ECAB
Types of Change
Change Type Description

The addition, removal, or modification of an authorized
service component and its related documentation.
Normal change
Example: A request to enhance a proprietary application to
include a new feature.
A pre-approved, low-risk change that occurs on a relatively
frequent basis.
Standard change
Example: The installation of a company-approved software
program.
A change that needs to be made as soon as possible.
Emergency
change Example: Repairing or replacing a failed component
essential for providing the IT service.

50
Proactive and Reactive Change
Before the problem

Reduce cost
Proactive Change
Increase usability
Enhance support
After the problem

Reactive Change
Correct an error
Address an interruption
Strategic, Tactical, and Operational Change
Business Service Provider Supplier

Manage the
Strategic Manage the
Manage IT services suppliers’
change business
business
Manage the Manage

Tactical Service
business external
change portfolio
processes services
Service
change
Manage the
Operational Service External
business
change operations operations
operations
Documents of Change Management
Document Type Description

A list of all authorized changes and their planned
Change Schedule implementation dates, as well as estimated dates of longer-term
changes.
Projected Service Describes the impact that the change will have on service levels
Outage (PSO) and availability.
A high level explanation of a significant proposed change or
Change Proposal
introduction of a new service.
The records, status, and actions of the RFC and the Change
Change Register
Proposal are noted on a Change Register.

51
Post Implementation Review
A PIR:
Ensures the change has met its objective.
Involves the change initiator, stakeholders, and the CAB.
Confirms no unexpected side effects have occurred.
Documents lessons learned for future changes.
Break
Seven Rs of Change Management
The Seven R’s of change management:

Who raised the change?
What is the reason for this change?
What is the return required from this change?
What are the risks involved with the change?
What resources are required to make this change?
Who is responsible for building, testing, and rolling out this change?
What is the relationship between this change and any other changes?

52
Activities of Change Management
Create and
Record
Review the Request
Assess the Change

Configuration
Data (CMS)
Authorize the Change
Coordinate
Implementation
Review and
Close
Metrics of Change Management
Metrics of change management:

Number of changes made in relation to the number of
feasible changes requested
Ratio of successful changes to failed changes
Frequency of disruptions after change is implemented
Indicators of Poor Change Management
Change management may need improving if you have:

Unauthorized changes to CIs.
Unplanned service outages.
A high number of emergency changes.
Frequent delays in the change schedule document.

53
Service Asset and Configuration Management
SACM: The process responsible for managing both the

service assets and all Configuration Items (CI’s).
CI
CI
CI
Service Configuration
Assets Items
CMS Definition
Configuration Management System (CMS) :
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.
Configuration Items
CI: Any specific component that is used in the delivery of

an IT service.
Configuration Item (CI)
Servers Databases Software Applications Documentation People

54
Logical Model of Configuration Management
Services
E-Sales E-Sales
User User
Application Application
Experience Experience
Availability SLA Business Logic Business Logic SLA Availability
Application Application
Infrastructure Infrastructure
Data Center
Network
Messaging Data Services Web Services Web Services Data Services Messaging
Network
Authentication Name Service
Topology
Configuration management focuses on logical relationships among CIs.
The Configuration Management System
CMS: A set of tools and databases that contains information about all CIs.
Conﬁguration Management System (CMS)
Portal
Presentation Layer
Knowledge Processing Layer
Meta Data
Information Integration Layer
Data & Information Sources & Tools Layer
Configuration Baselines and Snapshots
Configuration baseline: The configuration of a service or

infrastructure that has been formally agreed on, and includes
the structure, contents, and details of that specific CI.
Snapshot: A static, current state of a configuration at a
particular time, which is often compared to a baseline.
Configuration
Baseline
Snapshot

55
Activities of SACM
Management and Planning
Configuration Identification
Configuration Control
Status Accounting and Reporting
Verification and Audit
Metrics of SACM
Metrics of SACM:
Level of information quality in the system
Predictability of impact of changing one CI on other CIs
CI
CI
CI
Service Configuration
Assets Items
Release and Deployment Management
Release and deployment management: The process that oversees the building,
testing, and delivering of the services that are identified in the Service Design
phase of the Lifecycle.
Release Deployment

56
Release Units and Release Packages
Release unit: One of the configuration items that are typically released into the
live environment together.
Release package: A structured collection of several release units that are made
available to users at one time.
Release
Package
Release Unit Release Unit Release Unit Release Unit Release Unit
Release Policy
Major Release: 3.0.0
Minor Release: 3.1
Release v. 2.5.2 Emergency Release: 3.1.1
The release policy:

Is a set of governing rules.
Describes roles and responsibilities at each release
stage.
Includes acceptance criteria, frequency of releases,
and naming conventions.
Release Design
Release design: Aspect of release and deployment management that describes

how a release should be distributed to the user base.
Big Bang vs.

Phased Approach
Push vs. Pull Approach

57
Activities of Release and Deployment Management
Preparation Building and

Planning
for Building Testing
Transfer, Service
Preparing the
Deploy, Testing and
Deployment
Retire Pilots
Verify Early Life Review and

Deployment Support Close
Metrics of Release and Deployment Management
Metrics of release and deployment management:

Resources required to deploy
Support level of ELS needed
Number of incidents following deployment
Customer perception of quality
Change in cost of providing service, increase in value
Release v. 2.5.2
Knowledge Management
Knowledge management: The process by which knowledge

is gathered, analyzed, stored, and shared across an entire
organization.
Department A Department B
Department C Department D

58
DIKW
Wisdom
Applying
knowledge
Knowledge
Combining information
with experience
Information
Adding context to data and organizing it
Data
Raw events and statistics
The Service Knowledge Management System
SKMS: A collection of tools and databases that are used to

manage information, and therefore, knowledge.
Decisions
SKMS
CMS
CMDB
CMDB
CMDB
Skills of staff Expectations of

suppliers
User behavior
Activities of Knowledge Management
Knowledge Management Strategy
Knowledge Transfer
Information Management
Develop and Maintain SKMS

59
Metrics of Knowledge Management
Metrics of knowledge management:

Reduction in support costs
Reduction in training costs
Fewer errors in decision making, diagnosing, configuring
1. What are some of the consequences of poor

service asset and configuration management
within an organization?
2. What is the purpose of change management? How

does the change management process begin?
What are the three types of change?

60
THANK YOU
Introduction
to ITIL
Service Operation
Agenda

61
Ground Rules
Stay engaged
Ask Questions
Recap

Continual
Improvement

Management
Security Management
Management
• Service Desk
Management
Supplier
Management

62
Service Operation
Basic Concepts of Service Operation
The Event Management Process
The Incident Management Process
The Problem Management Process
The Request Fulfillment Process
The Access Management Process
Purpose, Objectives, and Scope of Service Operation
Coordinate and carry out the activities and processes required

to deliver and manage services at agreed levels.
Goals and
Ongoing management of the technology that is used to deliver
objectives
and support services.
Realize the strategic objectives.
Value to The operation of service is where these plans, designs, and

the optimizations are executed and measured.
business Service Operation is where actual value is seen.
Impact, Urgency, and Priority
Term Description
Impact is a measure of the effect of an incident,

Impact
problem, or change on business.
Urgency is a measure of how long it will be until an

Urgency incident, problem, or change has a significant impact
on business.
Priority for corrective action is assigned based on

Priority impact and urgency, and identifies the relative
importance of an incident, problem, or change.

63
Workarounds
Workaround: Reducing or eliminating the impact of

an incident or problem for which a full resolution is
not yet available.
Known Errors
Known error: A documented problem that

has both an identified root cause and a
workaround.
Root Cause
Known Error
Workaround
Known Error Database
Known error database: A database containing

details of all known errors, sometimes known as a
knowledgebase.
Root Cause
Database
Known Error Known Error
Workaround

64
Role of Communication
Communication must:
Be clear
Have a purpose
Be direct about actions that it requests or requires
Be appropriate for the intended audience
An application manager may have different concerns than an

application developer
Service Operation Processes
Continual Service
Improvement
Service Operation processes:
Event management Service

Transition
Service
Design
Incident management Service
Service
Strategy
Improvement
Problem management
Request management
Service
Access management Operation
Continual Service
Improvement
Events
Event: A change of state which has significance for the

management of a configuration item or IT service.

65
Types of Events
Event Type Example
Normal A user logs on to his workstation, or logs on to an

operation application.
Abnormal A user attempts to log on to his workstation using an

operation incorrect password.
Unusual A user is notified that he is approaching his disk

but not quota maximum.
exceptional
Event Management
Event Management: The process that is responsible

for managing events throughout the IT service
lifecycle.
Activities of Event Management
Event
An Event Occurs Event Detection Event Filtering
Notification
Response Event Event

Trigger
Options Correlation Classification
Closing the
Review Actions
Event

66
Alerts
Alert: A warning that a threshold has been reached, something

has changed, or a failure has occurred.
Failure: The loss of ability to operate to specification, to SLA,

or to deliver the required output.
Triggers
Trigger: An occurrence that initiates a response.
Event
An Event Occurs Event Detection Event Filtering
Notification
Response Event Event

Trigger
Options Correlation Classification
Closing the
Review Actions
Event
Triggers must balance between monitoring too closely and too loosely.
Metrics of Event Management
Metrics of Event Management include:

Number of events.
Number of events that do not turn into incidents.
Effectiveness of responses.
Number of affected configuration items.
Speed at which tools notify parties of events.
How well events correlate with normal operation of the service.
How often an event goes above an established threshold.

67
Incidents
Incident: An unplanned interruption to an

IT service or a reduction in the quality of
an IT service.
Incident Management
Incident Management: The process responsible for

managing the lifecycle of all incidents. The primary
objective is to return the IT service to users as quickly
as possible.
Activities of Incident Management
Identification Registration Categorization
Escalation Initial Diagnosis Prioritization
Investigation & Resolution &

Incident Closure
Diagnosis Recovery

68
Roles of Incident Management
Roles that participate in Incident Management:

The Incident Manager
First-line support role
Second- and third-level support staff:

Internal
External
The Incident Manager
Responsibilities of the Incident Manager:

Gathering and disseminating information
Managing the work of support staff
Monitoring efficiency of the process
Maintenance of Incident Management systems
Managing major incidents
Ownership of process documentation
Metrics of Incident Management
Metrics of Incident Management include:

Number of incidents
Number of incidents in a backlog

Percentage of incidents handled within the agreed-upon
response time
Percentage of Incidents handled and closed by the Service
Desk

69
Break
Problems
Problem: A root cause of one or more

incidents. Details are documented in a problem
record.
Problem Record
Incident
Problem
Incident
Problem Management
Problem Management: A process that attempts to prevent incidents from

happening by troubleshooting the root causes of incidents – “problems.”
Problem
Incident management is concerned with restoring service.
Problem management is concerned with fixing the cause.

70
Activities of Problem Management
Categorize & Investigate &

Detect & Log
Prioritize Diagnose
Problem Raise Known

Workarounds
Resolution Error
Problem Closure
The Problem Manager
Responsibilities of the Problem Manager:
Problem detection.
Understanding the impact of change.
Maintaining the known error database.
Closing problem records.
Metrics of Problem Management
Metrics of Problem Management include:
Average time spent diagnosing problems
Number of open problems
Number of repeat problems
Number of open known errors
Average time spent resolving problems

71
Service Requests
Service request: A request from a user for

information, advice, a standard change, or
access to an IT service.
Information Advice Standard Change Access
Request Fulfillment
Request Fulfillment:
Manages the entire lifecycle of a service request.
Enables users to receive standard services.
Can be used to give information about services.
Requests are often logged through an automated system

or application menu.
Activities of Request Fulfillment
Financial
Menu Selection Fulfillment Closure
Authorization

72
Metrics of Request Fulfillment
Metrics of Request Fulfillment include:

User feedback on accuracy of automated
reporting
Amount of money spent on fulfilling requests
Number of requests that have been
standardized
Number of requests fulfilled by the single point
of contact
Access
Access: A request from a user for information, advice, a

standard change, or access to an IT service.
Access can refer to:

Running an application.
Viewing a web page or data set.
Logging onto a computer with special applications on it.
Physically entering a room or area of a building.
Rights
Rights: The permissions that users or roles have in relation to

an IT service. Sometimes called “privileges.”
Administrators: Full access
User01: Read-only access
Contractors: No access

73
Identity
Identity: A unique name used to label and

distinguish a user or role from other users or
roles.
jsmith01
Jason Jason
Smith Smith
jsmith02
Service Groups
Service group: A collection of services that

are bundled and then given to individuals.
Service Group
Access Management
Access Management: The process that grants the

right to use an IT service. Sometimes referred to as
“rights management” or “identity management.”
Service Group

74
Activities of Access Management
Requesting
Verification Granting Rights
Access
Monitoring
Revoking or Logging and
Access and
Limiting Rights Tracking Access
Identity Status
Metrics of Access Management
Metrics of Access Management include:

Number of incidents caused by incorrect permissions
Number of incidents caused by users forgetting logon
information
Number of access requests resulting from proper rights not
being granted through group membership
Whether access requests are being made at all
1. What procedures happen in your

workplace that you can now identify as
occurring within Service Operation?
2. In your view, what is the difference

between Access Management and
Request Fulfillment?

75
Introduction
to ITIL
Service Operation
Functions
Service Operation Functions
The Service Desk Function
The Technical Management Function
The IT Operations Management Function
The Application Management Function

76
Service Operation Functions
Continual Service
Improvement
Service Desk
Service
Technical Management Transition
Service
Design
IT Operations Management Service
Service
Strategy
Improvement
Application Management
Service
Operation
Continual Service
Improvement
The Service Desk
Service Desk: The single point of contact between users and the
service provider.
Network and IT Application Suppliers and

Desktop Support
Operations Support Vendors
Service Desk
Service Desk Organizational Structures
Service Desk Type Description

A desk that is situated in close geographic proximity to the
Local Service Desk
users that it supports.
A consolidation of a number of different Service Desks
Centralized Service Desk
into one single location.
The appearance of a centralized Service Desk through
Virtual Service Desk web-based tools, although the individuals supporting it are
scattered over a number of geographic locations.
Two or more Service Desks that are geographically
Follow-the-Sun Service located so that their combined service hours create 24/7
coverage.
Any requests related to a specific, specialized service get
Specialized Service Desk Groups
automatically routed to a specialized group.

77
Service Desk Roles
Role Description
Takes responsibility for all Service Desk activities, manages the Service
Service Desk
Desk activities overall, and reports to management on any issues that might
Manager
negatively impact the organization.
Being a liaison to senior management and change management, managing
Service Desk
staff and maintaining schedules, and representing the Service Desk at
Supervisor
meetings.
Service Desk Analyze the metrics that come out of the Service Desk, with the goal of
Analyst improving the efficiency of the Service Desk.
A user who helps other users, and is not always an official part of the
Super User
Service Desk.
Service Desk Objectives
Act as a single point of contact for the users.

Act as a first-line investigative and diagnostic unit.
Log all incident/service request information.
Resolve incidents/service requests.
Escalate any incidents or service requests that the cannot
be resolved in a certain time period.
Keep users informed about the progress of the resolution.
Close all resolved incidents and requests.
Service Desk
Service Desk Metrics
Number or percent of calls resolved with the user still on the phone
Number or percent of calls resolved with escalation
Average time to resolve an incident
Average cost of handling one call
Service Desk

78
Technical Management
Continual Service
Improvement
Plans, implements, and
maintains the stability of
technical infrastructure.
Service
Transition
Is a caretaker of technical Service
Design
knowledge. Service
Service
Strategy
Improvement
Service
Operation
Continual Service
Improvement
Technical Management Roles
Team Leader Technical Analyst
Technical
Management
Architect
Technical Manager Technical Operator
Technical Management Responsibilities
Identify knowledge and expertise requirements.

Define IT architecture standards.
Assist with any management of contracts and vendors.
Participate as needed in any Service Design, Service Transition,
or CSI projects.
Help to design and build new services and practices.
Assist with the standardization of new tools.
Evaluate any change requests.
Assist as needed with any Service Management processes.

79
Technical Management Objectives
Three objectives of Technical Management:

Ensure that the physical technical topology is effective.
Know who and what should service the infrastructure to keep it in optimal
condition.
Apply technical skillsets to diagnose and fix any issues that arise in the
lifetime of that infrastructure.
IT Operations Management
Tasks of IT Operations Management might include:
Monitoring the server room. Monitoring the network.
Performing backups. Running batch processing jobs.
IT Operations Management Roles
IT Operations
Facilities Management
Control
IP Operations Manager Data centers
Shift Leader Recovery sites
IT Operations Analyst Power supplies
IT Operator AC/climate control in server room

80
IT Operations Management Objectives
Three objectives of IT Operations Management:
Keep the day-to-day processes stable.
Improve services to reduce costs while maintaining stability.
Diagnose and resolve IT problems quickly and efficiently.
The Operations Bridge
Operations bridge: A centralized location that manages and

coordinates routine operational activities. Sometimes
combined with the Service Desk.
Operations
Bridge
Job Scheduling
Job scheduling: The execution of standard and

mostly automated reports, queries, or routines that
are run to monitor various services, technologies, or
applications.

81
Backup and Restore
Service Operation must protect each IT service being

delivered.
Backup and
Restore
Policy
Backup Strategy Requirements
A backup strategy should answer these questions:

What data should the backup include?
How often should the backup be run?
What should be the backup type(s)?
What are the locations for the backed up media?
What transport methods should be used?
What tests are used to measure the effectiveness?
What is the planned recovery time?
What is the planned recovery point, and how much data loss is acceptable?
How will it be verified that the backups work?
Application Management
Continual Service
Improvement
Application Management may be

involved in: Service
Transition
Service
Design
Design Service
Service
Strategy
Improvement
Testing
Improvement
Service
Operation
Continual Service
Improvement

82
Application Management Roles
Team Leader Application Manager
Application
Management
Application Analyst Incident, Problem,

and Contract Manager
Application Management Objectives
Four objectives of Application Management:
Design effective, cost-saving applications.
Deploy appropriate technical expertise to maintain those applications.
Diagnose and resolve application-related trouble.
Ensure that the required functionality is available to achieve business

outcomes.
1. When, in your experience, have you had an

operations bridge in your workplace?
2. What are some job titles in your organization

that fall into a Service Operation function?

83
Introduction
to ITIL
Continual Service
Improvement
Agenda

84
Ground Rules
Stay engaged
Ask Questions

Continual
Improvement

Management
Security Management
Management
• Service Desk
Management
Supplier
Management
Continual Service Improvement
Basic Concepts of CSI
CSI Principles

85
CSI and the Service Lifecycle
Continual Service
Improvement
CSI is applied at each Service

Transition
Service
stage of the Service Design
Service
Service
Lifecycle. Strategy
Improvement
Service
Operation
Continual Service
Improvement
CSI Interfaces With Other Lifecycle Processes
Continual Service
Improvement
Service
Transition
Service
Design
SLA 99.9% Service
Service
Strategy
Actual: 99.96%
Improvement
Service
Operation
Continual Service
Improvement
Value That Continual Service Improvement Provides to a Business
Improvement: A measurable realignment of the

service that better meets customer expectations.

86
Ownership in CSI
Component Description
One person accountable for each service.

Accountability
One person accountable for each process.
Resources must work to ensure the adoption

Responsibility
and sustainability of the service.
Required to influence resources to meet

Authority
obligations.
Roles of CSI
Group Roles
Service Manager
Service Owner
Production
CSI Manager
Process Owner
Program and Project Management

Executive Sponsors
Project
Process Owners
Design Team(s)
Activities of CSI
General activities of CSI:
Assessing whether services are meeting agreed-upon service

levels
Assessing whether the outputs of processes are getting desired

results
Assessing current roles and activities throughout the lifecycle
Conducting an audit to measure employee compliance
Conducting customer satisfaction surveys
Conducting service reviews

87
Governance
Governance: A way of ensuring that policies and

strategies are implemented, and that required
processes are followed correctly.
Policies
Strategy
Types of Governance
Governance
Description
Type
Concerns exerting control over the IT Service
Lifecycle. This includes both overseeing it, and
IT governance
demonstrating authority and control over any service
improvements.
Concerns how to best make sure that everything is
Corporate
transparent and accountable, and that risks are
governance
managed appropriately.
Business
Concerns the performance side of the organization.
governance
Concerns the big picture as far as aligning strategic
Enterprise
goals, and encapsulates corporate governance and
governance
business governance.
The PDCA Model
Plan: Design or revise processes that support the IT services

Do: Implement the plan and manage the processes
Check: Measure the services, compare to objectives, report
Act: Analyze differences, plan and implement improvements

88
The CSI Approach
What is the vision?
How do we keep the Where are

momentum going? we now?
Where do we want
Did we get there?
to be?
How do we get there?
The Seven Step Improvement Process
What should you

measure?
Implement What can you

corrective action measure?
Present and use

Gather data
information
Analyze data Process data
CSI Register
Continual Service Improvement Register (CSI Register):

used to record and manage improvement opportunities
throughout their lifecycle.
A CSI Register can be either a database or structured

document

89
Measurement in CSI
Four reasons to
measure: SWOT ANALYSIS
Helpful Harmful
• To validate previous To achieving the
objective
To achieving the
objective
decisions.
Internal origin
(attributes of the
•
•
To direct activities to meet
targets.
To justify that action is

organization)
SW
Strengths Weaknesses
External origin
(attributes of the
O T
environment)
required.
Opportunities Threats
• To intervene at the right point
and take corrective action.
Service Improvement Plan
SIP: A formal plan to implement improvements to a process or

IT service when significant gaps in the expected level of
service are identified.
SIP
Service Level
Manager
Key Performance Indicators
KPI: A metric that is used to help manage a

process, IT service, or activity.

90
Critical Success Factors
CSF: An element that is essential if a process,

project, plan, or IT service is to succeed. KPIs are
used to measure CSFs.
CSF
Quantitative Qualitative
A CSF can be either quantitative or qualitative.
Benchmarks
Benchmark: A process of comparing an

organization's performance to industry-standard
figures in an effort to provide insight into quality and
performance.
Performance
Industry Average
Baselines
Baseline: a benchmark used as a reference point

for comparisons, both to previous performance and
to industry standards.
2016
2015
Industry
Standard

91
Metrics
Metric What it Measures

The performance and availability of
Technology
technology components and applications.
The performance of service management

processes. CSFs and KPIs of processes
Process
and their supporting processes are found
here.
The end-to-end results of the service,
Service
measured by component metrics.
1. How might you use Plan-Do-Check-Act to

control and manage service quality?
2. What are some examples of Governance

that you have seen in your organization?

92
THANK YOU

93

Introduction To ITIL

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Introduction To ITIL

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Introduction

Tuesday 01/17/17 Service Design

Wednesday 01/18/17 Service Transition

Thursday 01/19/17 Service Operation and Functions

Friday 01/20/17 Continuous Service Improvement

©2016 by StormWind LLC. All rights reserved.

Return from Breaks on time

The Service Lifecycle

©2016 by StormWind LLC. All rights reserved.

Information Technology Infrastructure Library (ITIL):

Organizations Involved in Maintaining ITIL

OGC The Office of Government Commerce (OGC) is the owner of ITIL.

ITIL Qualification Schemes

Covers material for two separate streams:

©2016 by StormWind LLC. All rights reserved.

Services and IT Services

Service: A means of delivering value to customers by

Customer Service Provider

Service management: A set of specialized organizational

Internal IT Service Support

External IT Service Support

©2016 by StormWind LLC. All rights reserved.

Value creation: The combination of utility and warranty that produces a

Utility: The actual, visible benefit of a service to meet a particular need. It is

Warranty: The guarantee that a service will meet the customer’s

Utility and Warranty

Value is defined by the users

The Service Provider

Service provider: An organization that provides a service to

May be internal or external

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An external service provider that is concerned with providing IT

Best practice: An industry-wide method that has proven itself

A best practice is:

Documented Measurable Actionable Specific

Process: A set of activities that are used to accomplish an

Activity Activity Activity Activity Output

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Activity: An action or set of actions designed to achieve a

An IT Service Desk employee grants rights to a user.

The Process Model

The RACI Model

RACI Model: Responsible, Accountable, Consulted, and Informed. This

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Role: A set of responsibilities; defined in a process.

Function: A team or group of people and the tools they use to

Applications Tools Databases

Service automation: The usage of technology to monitor, optimize, and

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Typically begins when a customer

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Business processes and business units Service

Internal services associated with OLAs

Measurements and metrics

Security levels Continual Service

The Importance of Measurement

Utilizes various processes,

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Continual Service Improvement

Continual Service Improvement:

Can be applied anywhere in the Service

Is continual, iterative work.

Is focused on making improvements Service