ITIL 2011 - V3 (New)

ITIL® 2011 FOUNDATION CERTIFICATION
COURSE
“ITIL® is a Registered Trade Mark of The Cabinet Office .

IT Infrastructure Library® is a registered trade mark of the Cabinet Office.
"The Swirl logo™ is a Trade Mark of The Cabinet Office ".
ITIL® 2011 Foundation Course Objectives
2
At the end of the course, you should be able to
 Discuss the ITIL® 2011 qualification scheme
 Explain the practice of Service Management
 Describe Service Lifecycle
 Identify key principles and models of ITIL® 2011
 Define generic concepts in ITIL® 2011
 Discuss the processes, roles and functions in ITIL® 2011
 Summarise the use of technology with ITIL® 2011
 Successfully clear your ITIL® 2011 foundation exam.
©Simplilearn Solutions Pvt. Ltd. 2012 ITIL® is a Registered Trade Mark of The Cabinet Office . 2
ITIL® 2011 Foundation Course Agenda
3
Agenda Duration
(approx..)
Learning Unit 1: Introduction to Service Management Lifecycle 80 mins
Principles of Service Management, Processes, The ITIL® Service Lifecycle
Learning Unit 2: Service Strategy 120 mins
Concepts and Models, Processes
Learning Unit 3: Service Design 150 mins
Concepts and Models, Key Principles, Processes
Learning Unit 4: Service Transition 110 mins
Learning Unit 5: Service Operations 150 mins
Concepts and Models, Key Principles, Processes and Functions
Learning Unit 6: Continual Service Improvement 50 mins
Learning Unit 7 : Summary and Exam Preparation 30 mins
Review of Key Concepts and Practice Exam
Learning Unit 1
4
Introduction
To Service
Management
Lifecycle
Lesson 1.0: What is ITIL® ?
5
What is ITIL® ?
 A set of publications for Best practices in IT service Management.
 Why ITIL® ?
• Focuses on descriptive guidance on IT Service Management that‟s easily
adapted.
• Emphasizes Quality Management approach, standards
 ITIL® goals
• Consistent, comprehensive, hygienic set of Best-Practice guidance
• Platform independent discussion of processes
• Common Language, Standardized vocabulary
• Flexible framework, adaptable to different IT environments.
Lesson 1.1: ITIL® 2011 Components
6
© Crown Copyright 2011. Reproduced under license from the cabinet office.
Lesson 1.2: ITIL® Core Publications
7
Each lifecycle phase of ITIL® 2011

Core is represented by a Volume in
the Library
1. Service Strategy
2. Service Design
3. Service Transition
4. Service Operation
5. Continual Service Improvement
Lesson 1.3: ITIL® 2011 Qualification
Scheme: Credits System
8
Lifecycle Modules
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service Improvement
Capability Modules
Operational Support and Analysis (OSA)
Planning Protection & Optimization (PPO)
Release Control and Validation (RCV)
Service Offerings & Agreements (SOA)
http://www.ITIL® -officialsite.com/Qualifications/ITIL® 2011QualificationScheme.asp
Lesson 1.4: ITIL® 2011 Foundation Exam Format
9
Type Online, Multiple choice, 40 questions. The questions are selected from
the full ITIL® Foundation in IT Service Management examination
question bank.
Duration Maximum 60 minutes. Candidates sitting the examination in a language
other than their native language have a maximum of 75 minutes
Supervised Yes
Open Book No
Pass Score 65% (26 out of 40)
Where ? AEC Authorized Examination Centers
Lesson 2.0: Principles of IT Service
10
Management
Lesson objectives
At the end of this lesson, you should be able to:
• Explain the concept of best practices
• Define the concepts of service, Service
Management, Functions, Roles &Processes, and

RACI
• The role of IT Governance across the Service
Lifecycle
©Simplilearn Solutions Pvt. Ltd. 2012
Lesson 2.1: ITIL® is presented as
Best Practice. What are Best Practices?
11
Best Practices are generally commoditized, generally accepted, proven effective

ways of doing things which were previously considered best practices of the
pioneering organizations.
Successful Innovations applied diligently become

Best Practices
Best practice accepted and adopted by others

become common, Best Practices
Best Practices are Commoditized, generally

accepted principles, or regulatory
requirements
Lesson 2.2: Why Choose public
practices over Proprietary ones?
12
Public Standards and

Proprietary knowledge
frameworks
Difficult to adopt
Wide Community Distribution
Difficult to replicate and transfer
Public Training and Certification
Hard to document
Valid in Different applications Highly customized
Peer Reviewed Specific to business needs
Used by different parties Hard to adapt or reuse
Free and publicly available

Owners expect compensation
Labor market skills easy to find
Lesson 2.3: What is a Service?
13
A means of delivering value to customers by facilitating outcomes customer want to

achieve, without the ownership of specific costs or risks.
Costs and Risks are transferred to service provider.

Customers focus on outcomes versus means.
Customer Service Provider

Transfer costs and Risks Takes on Costs and Risks
Retains focus and accountability for Responsible for the means of achieving
outcomes outcomes
Lesson 2.4: What is a Service Management?
14
Business Outcomes
Value
Customer Assets
Performance
Service Management
Services
Capabilities Resources
Service Assets A5 Management Financial Capital
A4 Organization Infrastructure
A3 Processes Applications
Capabilities Resources
A2 Knowledge Information
A1 People
Lesson 2.5: Service Management - Stakeholders
15
Stakeholders are the one‟s who are interested in an organisation, project

or service, etc., and may be interested in the activities, targets, resources
or deliverables from service management.
Example: Organisations, Service Providers, Customers, consumers, users,

partners, employees, shareholders, owners and suppliers.
–Organisation means a company, legal entity or other institution. It is

also used to refer any entity that has people, resources and budgets
like project or a business.
–Within the service provider organisation there are many different
stakeholders including the functions, groups and teams that deliver
services.
Lesson 2.5: Service Management –
Stakeholders contd..
16
Also, there are many stakeholders external to the service provider

organisation.
Example:
–Customers: Those who buy goods or services
–Users: Those who use the services on a day-to-day basis
–Suppliers: Third parties responsible for supplying goods or services

that are required to deliver IT services.
Example: Hardware and Software vendors, network and telecom
providers and outsourcing organisations.
Lesson 2.6: Internal & External Customers
17
There is a difference between customers who work in the same organisation as
the IT service Provider and the customers who work for another organisation.
– Internal customers are people or functions who work in the same

organisation as the service provider.
Example: Marketing department is an internal customer of the IT
organisation because it uses IT services. If IT charges for its services, the
money paid is an internal transaction in the organisation‟s accounting
system, not real revenue.
– External customers are people who are not employed by the

organisation or organisations that are separate legal entities, that
purchases services from the service provider in terms of a legally
binding contract or agreement.
Lesson 2.7: Internal & External Services
18
 Internal services are delivered between departments or business units in
the same organisation.
 External services are delivered to external organisation or customers.
External External External External External
Customer Customer Customer Customer Customer
Business Unit (Internal Business Unit (External

Customer) Customer)
IT Department IT Department IT Department
IT
Figure 3.5 –” Internal and External Services “ - @Crown

External Customer Facing Services
Copyright 2011. Reproduced under license from the Cabinet
Internal Customer Facing Services
Office
Supporting Services
Business service and products provided by other business units
Lesson 2.7: Internal & External Services contd..
19
 The reason for differentiating between Internal and external

services is to differentiate between services that support an
internal activity and those that actually achieve business
outcomes.
 The difference may not appear to be significant at first place,

because the activities to deliver the services are of same in
nature. But it is vital to link the internal services to the external
services which will be helpful in measuring the business
outcomes.
 This is very important when we are measuring the (Return on

Investment)ROI of service
Lesson 2.8: Process, Functions and Roles
20
 Process
- A set of activities designed to accomplish a specific objective.
A process takes defined inputs and turns them into defined
outputs. A process may include roles, responsibilities, tools and
management controls required to deliver the outputs
Lesson 2.9: A Basic Process
21
Data, Information
and Knowledge
Desired
Suppliers Outcome
Process
Activity 1
Customer
Activity 2
Activity 3
Service Control & Quality

Trigger
21
ITIL® is a Registered Trade Mark of The Cabinet Office .
Lesson 2.10: Process Characteristics
22
• It is measurable
• It delivers specific result
• Primary result are delivered to customers or stakeholders
• It responds to specific events (triggers)
Lesson 2.11: Functions
23
 Function
- A team or group of people and the tools they use to carry out
one or more processes or activities
Lesson 2.12: Processes across the organization
24
CIO
Project
Operations Development Architecture
Management
Website Enterprise
Service desk Project 1
Architecture
HR
Mainframe Applications Project 2
Finance
Application Applications
Project 3
Networks
Lesson 2.13: Service Management Roles :
Service Owner
25
Service Owner :
The person who is accountable for the delivery of a specific IT Service. They are
responsible for continual improvement and management of change affecting
Services under their care. Example: The owner of the Payroll Service
Responsibilities:
To act as prime Customer contact for all Service related enquiries and issues
To ensure that the ongoing Service delivery and support meet agreed Customer
requirements
To identify opportunities for Service Improvements, discuss with the customer and
to initiate changes for improvements if appropriate.
To liaise with the appropriate Process Owners throughout the Service
Management lifecycle
To solicit required data, statistics and reports for analysis and to facilitate
effective Service monitoring and performance
Lesson 2.14: Service Management Roles :
Process Owner
26
Process Owner :
The person responsible for ensuring that the process is fit for the desired
purpose and is accountable for the outputs of that process. Example: The
owner for the Availability Management Process
Responsibilities:
 Assisting with process design
 Documenting the process
 Make sure the process is being performed as documented
 Making sure process meetings it aims
 Monitoring and improving the process over time
Lesson 2.15: Connecting with
Processes and Functions: RACI
27
RACI is an acronym for the four main roles of:
Responsible – the person or people responsible for getting the job done
Accountable – only one person can be accountable for each task
Consulted – the people who are consulted and whose opinions are sought
Informed – the people who are kept up-to-date on progress.
Activities Service Process Security IT Chief Process

owner Owner Manager Head Architect Manager
Create a framework for defining IT C C C A/R C I

services
Build an IT service catalogue C A/R I C I I
Define SLA for critical IT services A R C R C I
Monitor and report SL performance I A/R I I I R
Review SLAs, OLAs and UCs A R C R I R
Review and Update IT service C A/R I C I C
catalogue
Create service improvement Plan I A/R I C C R
Example RACI matrix
Lesson 2.16: Key Terminology: Service Provider
28
Service Provider :
An Organization supplying Services to one or more Internal Customers or External

Customers. Service provider is often used as an short form for IT Service provider.
There are three types of business models service providers:
Type I Type II Type III

Internal Service Provider Shared Services Provider External Service Provider
• An internal service provider • An internal service provider • Service provider that provides
that is embedded within a that provides shared IT service IT services to external
business unit e.g. one IT to more than one business unit customers i.e. outsourcing
organization within each of the e.g. one IT organization to
business units. The key factor is service all businesses in an
that the IT Services provide a umbrella organization. IT
source of competitive Services typically don‟t
advantage in the market space provide a source of
the business exists in. competitive advantage, but
instead support effective and
efficient business processes.
Lesson 2.17: Key Terminology: Supplier
29
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.
Business
Contract:
A legally binding agreement between two or more Service Provider
parties to supply goods or services
Supplier
Fig: A Basic value Chain

30 Lesson 3.0: The Service Lifecycle
Lesson objectives
 Understand the value of the Service Lifecycle
 How the processes integrate with each other,
throughout the Lifecycle

 Explain the relationship between Governance
and IT Service Management

Lesson 3.1: Lifecycle Components ITIL®2011
31
© Crown Copyright 2011. Reproduced under license from the cabinet office. Application Mgmt
Design Co-ordination IT Operations Mgmt
Supplier Management Change Evaluation Infrastructure Mgmt
Information Security
Service validation & testing Service Desk
Management
IT Service Continuity
Strategy Mgmt. Knowledge Management Access Management
Management
Release & Deployment Problem Management

Business Relationship Mgmt. Availability Management
Management
Service Asset & Configuration

IT Financial Management Capacity Management Management Incident Management
Service Portfolio Mgmt Service Catalog Mgmt Change Management Request Fulfillment
Demand Management Service level Management Transition Planning & Support Event Management
Service Service Service Service

Strategy Design Transition Operations
7 steps improvement process, Deming Cycle, CSI Model
Service Reporting Service Measurement
Lesson 3.2: The Lifecycle Interactions
32
The Business / Customers

Requirements
SLP’s from
Requirements
Service Knowledge Management Systems
Resources &
Service Strategy
(SKMS) Including the Service Portfolio &
Policies Constraints
Strategy
SDP’s
Service Design Standards
Service Catalog
Architectures
Solution
Design
SKMS Updated
Service Transition Tested Solutions
Transition plans
Operational
Service Operation Services
Operations Plan
Continual Service
Improvement Improvement
Plans & Actions
©Simplilearn Solutions Pvt. Ltd. 2012 ITIL® is a Registered Trade Mark of The Cabinet Office .
32
Lesson 3.3: Relationship between
Governance and ITSM
33
Relationship between Governance and ITSM
Corporate Governance
Ensures the provision strategy and business Establishes IT policy, Standards and Principles,
plans. Establishes the Corporate policies and Assures alignment of IT strategy to corporate
enables strategic direction, objectives, critical business strategy
success factors and key result areas.
IT Governance
Establishes, enables and executes the IT
Corporate Compliance strategy. Establishes Operations to assure
high-quality, compliant IT service
provisioning. Ensures effective key result
Assures adherence to Legal, Industrial and regulatory Areas.
requirements.
Assures the design and IT Compliance IT Service Management

operability of IT
policies , processes
and key controls © Crown Copyright 2011. Reproduced under license from the cabinet office.
Lesson 3.4: Describe & Explain why ITIL®
is successful?
34
ITIL embraces a practical approach to service management – do what works. And
what works is adapting a common framework of practices that unite all areas of
IT service provision towards a single aim – that of delivering value to the business.
The following list defines the key characteristics of ITIL that contribute to its global
success:
• Vendor-neutral ITIL service management practices are applicable in any IT
organization because they are not based on any particular technology
platform or industry type. ITIL is owned by the UK government and is not tied
to any commercial proprietary practice or solution.
• Non-prescriptive ITIL offers robust, mature and time-tested practices that have
applicability to all types of service organization. It continues to be useful and
relevant in public and private sectors, internal and external service providers,
small, medium and large enterprises, and within any technical environment.
Organizations should adopt ITIL and adapt it to meet the needs of the IT
organization and their customers.
• Best practice ITIL represents the learning experiences and thought leadership
of the world‟s best-in-class service providers.
Lesson 3.4: Describe & Explain why ITIL®
is successful? Contd…
35
ITIL is successful because it describes practices that enable organizations to deliver
benefits, return on investment and sustained success. ITIL is adopted by organizations
to enable them to:
– Deliver value for customers through services
– Integrate the strategy for services with the business strategy and customer needs
– Measure, monitor and optimize IT services and service provider performance
– Manage the IT investment and budget
– Manage risk
– Manage knowledge
– Manage capabilities and resources to deliver services effectively and efficiently
– Enable adoption of a standard approach to service management across the enterprise
– Change the organizational culture to support the achievement of sustained success
– Improve the interaction and relationship with customers
– Coordinate the delivery of goods and services across the value network
– Optimize and reduce costs.
Summary
36
Covered so far…
 What it ITIL®
 Process, Function, Technology
 Life Cycle of Service i.e. SS, SD, ST,
SO and CSI
We are covering hereon…
 Lifecycle Phases
 Processes and Functions
 Tools used for ITSM
But before that a quiz !
Learning Unit1: Quiz
37
Sample question 1:
Which of the following is NOT one of the ITIL® 2011 core
publications?
a) Service Operation
b) Service Transition
c) Service Derivation
d) Service Strategy
Learning Unit1: Quiz
38
Sample question 2:
What is the RACI model used for?
a) Documenting the roles and relationships of stakeholders in a

process or activity
b) Defining requirements for a new service or process
c) Analyzing the business impact of an incident
d) Creating a balanced scorecard showing the overall status of

Service Management
Learning Unit 1: Quiz
39
Sample question 3:
A service owner is responsible for which of the following?
a) Designing and documenting a Service
b) Carrying out the Service Operations activities needed to

support a Service
c) Producing a balanced scorecard showing the overall status of

all Services
d) Recommending improvements
40
Sample question 4:
Which of the following statements is CORRECT?

1. Only one person can be responsible for an activity
2. Only one person can be accountable for an activity
a) All of the above
b) 1 only
c) 2 only
d) None of the above
41
Sample question 5:
Which of the following statements are CORRECT about Functions?
1. They provide structure and stability to organizations
2. They are self-contained units with their own capabilities and resources
3. They rely on processes for cross-functional coordination and control
4. They are costlier to implement compared to processes
a) 1, 2 and 3 only
b) 1, 2 and 4 only
c) All of the above
d) None of the above
42
Sample question 6:
Which of the following is a characteristic of every process?
1. It is measurable
2. It is timely
3. It delivers a specific result
4. It responds to a specific event
5. It delivers its primary result to a customer or stakeholder
a) 1, 2, 3 and 4 only
b) 1, 2, 4 and 5 only
c) 1, 3, 4 and 5 only
d) All of the above
43 End of Unit 1

Learning Unit 2
44
Service
Strategy
45 Lesson1.0: Service Strategy
Lesson objectives
• Understand the purpose, objectives, value to
business of Service Strategy.

Lesson 1.1: Service Strategy Purpose
&Objectives
46
The purpose of the service strategy stage of the service lifecycle is to define the
perspective, position, plans and patterns that a service provider needs to be able to
execute to meet an organization‟s business outcomes.
The objectives of service strategy include providing:
• An understanding of what strategy is

• A clear identification of the definition of services and the customers who use them
• The ability to define how value is created and delivered
• A means to identify opportunities to provide services and how to exploit them
• A clear service provision model, that articulates how services will be delivered and
funded, and to whom they will be delivered and for what purpose
• The means to understand the organizational capability required to deliver the strategy
• Documentation and coordination of how service assets are used to deliver services, and
how to optimize their performance
• Processes that define the strategy of the organization, which services will achieve the
strategy, what level of investment will be required, at what levels of demand, and the
means to ensure a working relationship exists between the customer and service
provider.
Lesson 1.2: Key Strategy Questions & Scope
47
The objectives of Service Strategy are to answer questions such as :
• What services should we offer and to whom?

• How do we differentiate ourselves from competing alternatives?
• How do we truly create value for our customers?
• How do we capture value for our stakeholders?
 Scope:
• Defining a strategy whereby a service provider will deliver services to
meet a customer‟s business outcome.
• Defining a strategy for how to manage those services.
Lesson 1.3: Service Strategy Value to
Business
48
Service Strategy provides following value to the business:
• Enable the service provider to have a clear understanding of what types and levels
of service will make its customers successful and then organize itself optimally to
deliver and support those services. The service provider will achieve this through a
process of defining strategies and services, ensuring a consistent, repeatable
approach to defining how value will be built and delivered that is accessible to all
stakeholders.
• Enable the service provider to respond quickly and effectively to changes in the
business environment, ensuring increased competitive advantage over time.
• Support the creation and maintenance of a portfolio of quantified services that will
enable the business to achieve positive return on its investment in services.
• Facilitate functional and transparent communication between the customer and the
service provider, so that both have a consistent understanding of what is required
and how it will be delivered.
Lesson 1.4: Service Strategy Processes
49
Processes in Service Strategy are:
• Demand Management
• Service portfolio Management
• Financial management
• Business Relationship Management
Lesson 1.5: Service Strategy: Types of Services
50
The types of services are further classified into
1. Core Services - A service that delivers the basic outcomes desired by

one or more customers.
2. Enabling Services - A service that is needed in order to deliver a core

service.
3. Enhancing services - A service that is added to a core service to make it

more attractive to the customer
Lesson 1.5: Service Strategy: Types of Services
51
Examples of Core, Enabling and Enhancing Services.
Lesson 1.6: Service Strategy: Customers & Users
52
• Customers: Those who buy goods or services. The customer of an IT

service provider is the person or group who defines and agrees the
service level targets. This term is also sometimes used informally to
mean “user”.
Example: This is a customer focused organization
• Users: Those who use the services on a day-to-day basis. Users are
distinct from customers, as some customers do not use the IT services
directly.
Lesson 2.0: Key concepts of service
53
strategy
Lesson objectives
• Describe basics of Value Creation through
Services
• Explain Business Case

Lesson 2.1 Key Principles and Models
54
Service Value Creation : Utility & Warranty
Performance Supported ?
Fit for Purpose ?
OR
Constraints removed ?
Utility
Value
Available enough ?
Capacity enough ?
AND Fit for Use ?
Continuous enough ?
Secure Enough ?
Warranty © Crown Copyright 2011. Reproduced under license from the cabinet office.
Lesson 2.2: Service Value creation:
Utility & Warranty
55
55
Utility Warranty
Functionality offered by Promise that the product/service will meet agreed
product /service as the requirements
customer views it
What the customer gets How it is delivered
Fitness for purpose Fitness for use
Three Characteristics of warranty
>Provided in terms of availability/capacity of services
>Ensures customer assets continue to receive utility, even
if degraded, through major disruptions
> Ensures Security for value-creating potential of
customer assets
Increases performance Reduces performance variation
average
Lesson 2.3: Basics of Value Creation:
Service Assets
56
56
Service Assets – Resources and capabilities available to an organization.
Resources – the IT infrastructure. People, money and others which might help to
deliver an IT service; the assets of an organization.
Capabilities – ability to co-ordinate, control, deploy resources; the intangible

assets of an organization.
Resources Capabilities
Financial Capital Management
Infrastructure Organization
Applications Processes
Information Knowledge
People
Lesson 2.4: Service Strategy – Business
Outcomes
57
57 1. How Service Management Enables Business Outcomes
Service Management Service Assets Business Outcomes
2. How Service Provider Enables a Business Unit’s Outcomes

Business Unit (Internal) Service Provider IT
Customer Assets +
Business Capabilities + Risks

Service (Utility
Costs + Capabilities
Outcomes and Warranty)
Resources
Resources
+ +
Idle Capacity
Demand
Figure 3.18. @Crown Copyright 2011. Reproduced under license from the Cabinet Office
Lesson 2.5: Service Packages
58
Core Services Package Supporting Services

(Basic outcomes desired Package
by the customer.) (Enables or Enhances the
value proposition )
Service Level Packages

(Defines level of utility and warranty provided by Service Package)
Availability Levels Capacity Levels Security Levels
Continuity
Service Features
Service Support
Lesson 2.6: Business Case
59
59 • A decision support and planning tool that projects the likely consequences
of a business action
• Justification for a significant item of expenditure.
• Includes Information about costs, benefits, options, issues, risks and possible
problems
• Uses qualitative and quantitative terms
• Type Business case structure

1. Introduction – business objectives addressed
2. Methods and assumptions- boundaries of the business case
3. Business Impacts – Financial and non financial
4. Risks and Contingencies
5. Recommendations – Specific Actions
Lesson 2.7: Risk
60
Risk
• Risk is defined as uncertainty of outcome, whether positive opportunity or

negative threat.
• There are two distinct phases. Risk Analysis and Risk Management.
• Risk analysis is concerned with gathering information about exposure to risk so
that the organization can make appropriate decisions and manage risk
appropriately.
• Risk management supports critical decision making process, in terms of
evaluating and selecting controls.
• Management of risk covers a wide range of topics, including business continuity
management (BCM), security, program/Project risk management and operational
service management.
Lesson 2.8: Service Management
Technology & Automation
61
 Automation (Tools) are extremely useful to improve utility and warranty of services:
 Real time and historical data for analysis
 Correlation of data from multiple devices
 Service Impact analysis for prioritization
 Service Performance optimization
Technology & Automation contd..
62
 Automation of service processes helps improve the quality of service, reduce

costs and reduce risks by reducing complexity and uncertainty, and by
efficiently resolving trade-offs.
 Some of the areas where service management can benefit from automation
 Design and modeling
 Service catalogue
 Pattern recognition and analysis
 Classification, prioritization and routing
 Detection and monitoring
 Optimization.
63
 Service Management Tools functionality include:
 Self Help: a web front-end offering a menu-driven range of Self-Help and

Service Requests – with a direct interface into the back-end process-handling
software.
 Workflow or Process Engine: should allow responsibilities, activities,

timescales, escalation paths and alerting to be pre-defined and then
automatically managed.
 Integrated CMS: CIs, Relationships, Records related to incidents, problems, KE

& Change
 Discovery/Deployment technology: populate or verify CMS data, assist in

license management, ability to deploy new software at target locations
64
 Service Management tools functionality include (contd.)
 Remote Control: allow relevant support groups to take control of the user
desktops
 Diagnostic scripts & utilities
 Reporting & Dashboards
65
Lesson 3.0: Service Strategy
Process
Lesson objectives
At the end of this lesson, you should be able to
understand the purpose & objectives and basic concepts
of the four processes in Service Strategy:
 Demand Management,
 Service Portfolio Management
 Financial Management
 Business Relationship Management

Lesson 3.1: Demand Management:
Purpose, Objectives & Scope
66
 Purpose:
• To understand, anticipate and influence customer demands for services.
• To work with the capacity management to ensure the service provider has
capacity to meet its demand .
 Objectives:
• Identification and analysis of Patterns of Business Activity (PBA) and user
profiles (UP) that generate demand.
• Anticipate and prevent or manage situations where demand for a service
exceeds the capacity to deliver it.
• Gear the utilization of resources that deliver services to meet the fluctuating
levels of demand for those services.
 Scope:
• The scope of demand management process is to identify and analyse the
patters of business activity that initiate demand for services.
• To identify and analyse how different types of user influence the demand
for services.
Lesson 3.2: Managing Demand for Services
67
Demand Pattern
Service
Process Capacity
Management
Plan
Service Belt
Patterns of
Business Activity Delivery Schedule
Demand
Management
67
Lesson 3.3: Key Concepts - PBA and UP
68
 Pattern of Business Activity (PBA)

 Workload profile of one or more business activities
 Varies over time
 Represents changing business demands
 User Profile
 Pattern of user demand for IT services
 Each user profile includes one or more PBAs
Lesson 3.4:Service Portfolio Management:
Purpose
69
 Purpose
• To ensure that the service provider has the right mix of services to
balance the investment in IT with the ability to met the business outcomes.
• To track the investment in services throughout their lifecycle and works

with other service management processes to ensure that the appropriate
returns are being achieved.
• To ensure that services are clearly defined and linked to the

achievement of business outcomes, thus ensuring tat all design, transition
and operation activates are aligned to the value of services.
Objectives
70
 Objectives
• Provides a process and mechanisms to enable an organization to
investigate and decide on which services to provide.
• Maintains the definitive portfolio of services provided.
• Provides a mechanism for the organization to evaluate how services

enable o achieve its strategy.
• Controls which services are offered, under what conditions and at what
level of investment.
• Analyze which services are no longer viable and when they should be
retired.
Scope
71
 Scope
• The scope of Service Portfolio Management is all services a service

provider plans to deliver, those currently delivered and those that have
been withdrawn from service.
• Primary concern is whether the service provider is able to generate value

from the services.
• It evaluates the value of services throughout their lifecycles, and must be

able to compare what newer services have offered over the retired
services they have replaced.
Lesson 3.7: What is a Service Portfolio?
72
Service Portfolio
Service
Improve-
ment
Customer Market
The Service Portfolio 3
Plan
Space 1
represents the commitments
and investments made by a
service provider across all
customers and market Customer Service Market
spaces. 2 Portfolio Space 2
It also includes the ongoing

service improvement plans
and third party services. Market
Customer
Third Space 3
1
Party
Services
Lesson 3.8: Components of Service Portfolio
73
Components of Service Portfolio
Service
Portfolio Service Catalog
Service Pipeline
Continual service
Market Improvement Third
Spaces
Party
Catalog
Service Service Retired

Transition Operations Services
Customers Service
Design Return on Assets
earned during Service
Operations Resources
Resources Released
Engaged
Common Pool of resources

©Simplilearn Solutions Pvt. Ltd. 2012 73
Lesson 3.9 -Service Portfolio
Management – Process Activities
74
Define Services
Business
Cases
Value
propositio
Analyse in
Prioritizat
ion
Change
Approve proposal
Authorizat
ion
Communic
Charter ation
Resource
Allocation
Figure 4.18 – Phases of Service Portfolio Management. @Crown

Copyright 2011. Reproduced under license from the Cabinet Office
74
ITIL® is a Registered Trade Mark of The Cabinet Office . 74
Lesson 3.10: Financial Management:
Purpose
75
 Purpose
• To secure the appropriate level of funding to design , develop and

deliver services that meet the strategy of the organization
• It is a gatekeeper that ensures that the service provider does not

commit to services that they are not able to provide
• Identifies the balance between cost and quality of service and

maintains the balance of supply and demand between the service
providers and their customers
Objectives
76
 Objectives
• Defining and maintaining a framework to Business
identify, manage and communicate the cost Opportunities
of providing services.
• Evaluating the financial impact of new or Business
changed strategies on the service provider. Technology
Capabilities Financial
Management
• Facilitating good stewardship of service an
customer assets to ensure the organization IT
meet its objectives.
• Executing the financial policies and
practices in the provision of the services
• Accounting for money spent on the creation,
delivery and support of services.
Scope
77
 Scope
• Managed by professional accountants which set financial policies,
budgeting procedures, financial reporting standards, accounting
practices and revenue generation or cost recovery rules.
• Often a separate function either reporting to the CIO or CFO, but

with some form of functional reporting between the two areas.
• Consists of three main processes :

Budgeting , IT Accounting , Charging
Lesson 3.13: Financial Management: Activities
78
Activities
Predicting the expected future requirements for funds to
Budgeting deliver the agreed upon services and monitoring
adherence to the defined budgets.
Enables the IT organization to account fully for the way its

Accounting
money is spent.
Chargeback Charging customers for their use of IT Services.
Working with the process of Demand Management to

Demand anticipate usage of services by the business and the
Modeling associated financial implications of future service
demand.
Lesson 3.14: Financial Management: Benefits
79
Benefits
• Enhanced decision making.
• Increased speed of change.
• Improved Service Portfolio Management.
• Financial compliance and control.
• Improved operational control.
• Greater insight and communication of the value created by IT services.
• Increased visibility of IT leading to increased perception of IT
Lesson 3.15: Business Relationship
Management: Purpose
80
 Purpose:
• To establish and maintain relationship between the service provider and

customer based on understanding the customer and their business needs.
• To identify customer needs and ensure that the service provider is able to
meet these needs as business needs change over time and between
circumstances.
Management: Objectives
81
 Objectives:
• Ensure that the service provider understands the customer perspective of
service, and is therefore able to prioritize its services and service assets
appropriately.
• Ensure high levels of customer satisfaction, indicating that the service
provider is meeting customer‟s requirements.
• Establish and maintain a constructive relationship between the service
provider and the customer based on understanding the customer and their
business drivers.
• Identify changes to the customer environment that could potentially impact
the type, level or utilization of services provided.
• Work with customers to ensure that services and service levels are able to
deliver value.
• Identify Technology Trends that could potentially impact the type, level or
utilization of the services provided
Management: Scope
82
 Scope:
• Business Outcomes that the customer wants to achieve
• Services that are currently offered to the customer, and the way
in which they are used by the customer
• Understanding who is responsible for the service, what levels of
service have been agreed, the quality of service delivered and
any changes that are anticipated
• Understanding Technology trends that could impact current
services and the customer
• How to optimize services for the future
• How the service provider is represented to the customer
Lesson 3.18: Business Relationship Activities
83
Following are the two key activities
• Being the voice of the service provider to the customer
• Being the voice of the customer to the service provider
Lesson 3.19:Business Relationship Mgmt:
Role – Business Relationship Manager
84
• Responsible for the interaction and the communication with customers
• Could easily combine with the Service level Manager to create seamless
conduit from customer to service provider capabilities used to ensure
value
85 Service Strategy Summary
• Objectives and Key concepts of Service Strategy

• Service Strategy processes.

86
Question 1:
Which ITIL® process is responsible for drawing up a charging
system ?
a) Availability Management
b) Capacity Management
c) Financial Management for IT Services
d) Service Level Management
87
Question 2:
A Service Level Package is best described as?
a) A description of customer requirements used to negotiate a

Service Level Agreement
b) A defined level of utility and warranty associated with a core

service package
c) A description of the value that the customer wants and for

which they are willing to pay
d) A document showing the Service Levels achieved during an

agreed reporting period
88
Question 3:
The utility of a service is best described as:
a) Fit for design
b) Fit for purpose
c) Fit for function
d) Fit for use
89
Question 4:
The contents of a service package include:
a) Base Service Package, Supporting Service Package, Service

Level Package
b) Core Service Package, Supporting Process Package, Service
Level Package
c) Core Service Package, Base Service Package, Service

Support Package
d) Core Service Package, Supporting Services Package, Service

Level Packages
90
Question 5:
Setting policies and objectives is the primary concern of which of
the following elements of the Service Lifecycle?
a) Service Strategy
b) Service Strategy and Continual Service Improvement
c) Service Strategy, Service Transition and Service Operation
d) Service Strategy, Service Design, Service Transition, Service

Operation and Continual Service Improvement
91
Question 6:
Which of the following questions does guidance in Service Strategy
help answer?
1: What services should we offer and to whom?
2: How do we differentiate ourselves from competing alternatives?
3: How do we truly create value for our customers?
a) 1 only
b) 2 only
c) 3 only
d) All of the above
Learning Unit 3
92
Service
Design
93 Lesson 1.0 Service Design
Lesson objectives
• Understand the Objectives of Service Design

• Understand the Value Service Design
provides to the Business.

Lesson 1.1: Service Design: Purpose &
Objectives
94
 Purpose:
• The purpose of the Service design stage of the lifecycle is to design IT
services, together with the governing IT practices, processes & policies.
• To realize the service provider‟s strategy and to facilitate the introduction
of these services into supported environments ensuring quality service
deliver, customer satisfaction and cost-effective service provision.
 Objectives:
• To design IT services so effectively that minimal improvement during their
lifecycle will be required.
• Inclusion of Continual service improvement in all service design activities to
ensure that the solutions and designs become even more effective over time.
• To identify changing trends in the business that may offer improvement
opportunities.
Lesson 1.2: Scope & Value to Business
95
Scope Value to Business
• Current, new or Changed • Reduced Total cost of

agreed business requirements ownership (TCO)
• Service Management Systems • Improved Quality & consistency
& Tools of Service
• Technology, Architecture & • Easier implementation of new
Management Systems or changed services
• Measurement methods and • Improved service alignment
Metric • Increased effective Service
• All processes that are essential performance, Service
for successful service design Management and IT processes.
• Improved IT governance
Lesson 1.3: Competence and skills for
Service Management
96
• The ability to use, understand and interpret the best practice,

policies and procedures to ensure adherence.
• Skills such as Management Skills, Communication Skills,

Negotiation skills and an analytical mind.
Lesson 1.4: Competence and Skills
Framework
97
• Standardizing job titles, functions, roles and responsibilities can simplify
service management and human resource management.
• Many service providers use a common framework of reference for
competence and skills to support activities such as audits, planning future
skill requirements, organizational development programs and resource
allocation.
• The skills framework for the Information Age(SFAI) is an example of a
common reference model for the identification of the skills needed to
develop effective IT services, information systems and technology.
• SFIA defines seven generic levels at which tasks can be performed, with
the associated professional skills required for each level.
• A second dimension core competencies that can be combined with the
professional skills.
• SFIA is used by many IT service providers to identify career development
opportunities
Lesson 1.5: Training
98
• Training is Service Management helps service providers to build and maintain
their service management capability. Training needs must be matched to the
requirements for competence and professional development.
• The official ITIL qualification scheme enables organizations to develop the

competence of their personnel through approved training courses. The courses
help students to gain knowledge of ITIL best practices, develop their
competencies and gain a recognized qualification. The scheme has four levels:
• Foundation level
• Intermediate level
• ITIL Expert
• ITIL Master
• More information on ITIL qualification can be found at www.itil-officialsite.com
Lesson 1.6: Service Design - Roles
99
1. Process Manager -
The responsibilities of a process manager are:
• Working with the process owner to plan and coordinate all process
activities.
• Ensuring that all activities are carried our as required throughout the
service lifecycle.
• Managing resources assigned to the process.
• Working with service owners and other process managers to ensure the
smooth running of services.
• Working with the CSI manager and process owner to review and
prioritize improvements in the CSI register.
• Making improvements to the process implementation.
•
Lesson 1.7: Service Design - Roles
100
2. Process Practitioner -
The responsibilities of a process practitioner are:
• Ensure that all activities are carried out of the process.

• Wok with other stakeholders, as process managers, co-workers, users and
customers to ensure that their contributions are effective.
• Ensuring that inputs, outputs and interfaces of process activities are
correct
• Creating and updating records to show that activities are being carried
out correctly.
Lesson 2.0: Service Design Key
101
Concepts
Lesson objectives
• Understand the importance of People, Processes,
Products and Partners for Service Management.
• Understand the five major aspects of Service
Design.
• Explain Service Design Package

Lesson 2.1: 4 P’s in Service Management
102
• Skills • Services
• Organisation • Technology
• Experience People Products • Tools
IT Service Management
• Suppliers • Activities
• Manufacturers • RACI
• Vendor
Partners Processes • Dependencies

Lesson 2.2: Major Aspects of Service Design
103
 New or Changed Service Solutions Design
 Service Management systems and tools design
 Technology and Management architectures design
 Processes design
 Measurement systems design
Lesson 2.3: Service Design Package
104
Defines all aspects of an IT Service and its requirements through each stage of
its lifecycle. A service Design package is produced for every new IT service, a
major change or for retiring a service.
Business requirements Service Acceptance

Criteria
Service Operational
Service Applicability Contents of a Acceptance Plan
Service Design Service Transition
Service Contacts
Package Plan
Service Functional
Requirements Service Program
Service Level Service Design & Organisational
Requirements Topology Readiness

105
Lesson 3.0: Service Design
Processes
Lesson objectives
• State the Objectives and basic concepts of the following processes
• Service Catalogue Management
• Service Level Management
• Supplier Management
• Capacity Management
• Availability Management
• IT Service Continuity Management
• Information Security Management
• Design Coordination
Lesson 3.1: Service Catalogue
Management: Purpose, Objectives & Scope
106
Purpose • To provide and maintain a single source of consistent
information on all operational services, and those being
prepared to run operationally, and to ensure that is is widely
available to those who are approved to access it.
Objectives • Manage the information contained within the service catalogue.

• Maintain accuracy with current details, status, interfaces and
dependencies of all services
• Enable access to service catalogue to those approved
Scope • Contribution to the definition of services and service packages.

• Development and maintenance of service and service
packages.
• Production and maintenance of an accurate service catalogue.
• Interfaces, dependencies and consistency between the service
catalogue and the overall service portfolio.
Management: Two view Structure
107
Business Service Catalog Details of all the IT services delivered to the customer,
together with relationships to the business units and the
business process that rely on the IT services. This is the
customer view of the Service Catalogue.
Technical Service Catalog Contains the details of all the IT services delivered to
the customer, together with relationships to the
supporting services, shared services, components and
CIs necessary to support the provision of the service to
the business.
Management: Two view Structure contd..
108
Management: Three view structure
109
Some organizations project more than two views. There is no correct or suggested
number of views an organization should project. The number of views projected
depend upon the audiences to be addressed and the it uses. Therefore the three
view structure includes:
1. Wholesale customer view

• Details all the IT services delivered to wholesale customers (customer-
facing services).
• Includes relationships to the customers they support
2. Retail customer view

• Details all the IT services delivered to retail customers (customer facing
services)
• Includes relationships to the customers they support
Management: Three view structure
110
3. Supporting services view
• Details of all the supporting IT services, together with relationships to the
customer-facing services they underpin
• Includes components, CIs and other supporting services necessary to
support the provision of the service to the customers
Management: Three view structure contd..
111
Wholesale Retail
Service Wholesale Wholesale Retail Retail Service
Customer 1 Customer 2 Customer 1 Customer 2

Catalogue Catalogue
View View
Service A Service B Service C Service D Service E
Service 1 Service 2 Service 3 Service 4 Service5

Supporting Service Catalogue View
Links to
Related
Information
Service Assets/Configuration Records
Key =Customer Facing Services =Supporting Service

Management: Role
112
The role of a Service Catalogue Manager is to:
• Produce and maintain the Service Catalogue

• Ensure that all operational services and all services being
prepared for operational running are recorded within the
Service Catalogue
• Ensure that all the information within the Service Catalogue is
accurate and up-to-date
• Ensure that all the information within the Service Catalogue is
consistent with the information within the Service Portfolio
• Ensure that the information within the Service Catalogue is
adequately protected and backed up
Lesson 3.5: Service Level Management:
113
Purpose • To ensure that all current and planned IT services are
delivered to agreed achievable targets.
• To correct or improve the level of service delivered.
Objectives • To define , document, agree on, monitor measure, report
and review the level of IT services provided.
• To provide and improve the relationship and
communication with the business and customers.
• Proactive measures to improve the levels of service
delivered are implemented in a cost-justified manner.
Scope • To provide a point of regular contact and communication

to the customers and business managers of an
organization in relation to service levels.
• Needs to manage the exception and perception of the
business, customers and users and ensure that the quality
of service delivered by the service provider is matched to
those expectations and needs.
Process Activities
114
Design and Monitor

Plan SLA‟s Service
Performance
Determine Negotiate & Continual Service Produce

Service Design Negotiate &
and Document
Agree Service
Requirements Improvement Reports
Conduct Service
SLA review and
Improvement Instigate Service
Improvement
Terminology
115
Service Level • Detailed recording of the Customer‟s needs, forming the

requirements (SLR) basis for design criteria for a new or modified service.
• A written statement of available IT services, default
Service Catalog levels, options, prices and identification of which
business processes or customers use them.
• An Agreement between an IT Service Provider and a
Service Level Customer. The SLA describes the IT Service, documents
Agreement (SLA) Service Level targets, and specifies the responsibilities
of the IT Service Provider and the Customer.
• Internal agreement with another function of the same
Operational Level
organization which supports the IT service provider in
Agreement (OLA)
their delivery of services.
Underpinning • Contract with an external supplier that supports the IT
Contract (UPC) organization in their delivery of services.
• A Service Level Agreement Monitoring(SLAM) Chart is
SLAM Chart used to help monitor and report achievements against
©Simplilearn Solutions Pvt. Ltd. 2012 Service
ITIL® LevelTrade
is a Registered Targets.
Mark of The Cabinet Office . 115
Key Terms Illustrated
116
Business Business Business Process

Payroll
Process Process
S
L
A
Network Email Storage Storage
Services Services Services Services
OLA OLA OLA OLA

Service Desk Hardware Software Applications Storage
IT Infrastructure U U U
P P P
C C C
External Supplier
Designing SLA Structures
117
Customer Based vs. Service Based SLA‟s Multi Level SLA‟s
Customer A Customer B Customer C Corporate
Service Based Corporate Level SLA
Customer Based Customer A Customer B
Service X Service Y Service Z

(Tea) (Coffee) (Juice) Customer Level SLA
Service X Service Y Service Z

(Tea) (Coffee) (Juice)
Service Level SLA
SLA Content
118
Service Level Agreement

for Service XYZ
• Introduction to the SLA.
• Service description
• Mutual Responsibilities
• Scope of SLA
• Applicable Service Hours
• Service Availability
• Reliability
• Customer Support Agreements
• Relationship and Escalation contacts
• Service Performance Metrics
• Security
• Costs and Charging Mechanisms.
Service Review
119
 Periodic review meetings must be held on a regular basis with

customers (or their representatives).
 Review the service achievement in the last period and to preview
any issues for the coming period.
 It is normal to hold such meetings monthly or, as a minimum or
quarterly.
 Actions must be placed upon the customer and provider as
appropriate to improve weak areas where targets are not being
met
 Particular attention should be focused on each SLA breach to
determine the cause and what can be done to prevent any
recurrence
Service Improvement Program (SIP)
120
All processes and all areas of the service provider organization should be
involved in the SIP.
 Identify and implement whatever actions are necessary to overcome

the difficulties and restore service quality
 Service Level Management must work in conjunction with Problem
Management and Availability Management instigate a SIP
 Relevant people need to be involved and adequate feed-back given
to make improvements
 Establish an up-front annual budget held by SLM from which the SIP
initiatives can be funded
 Third Party contract should contain a SIP clause
Interfaces to SLM
121
1. Business Relationship Management ( IT Service Strategy) identifies

business needs and focuses on the relationship between customer and
provider.
2. Incident Management derives solution time criteria from SLM.
3. Availability, Capacity, continuity and Security management support
SLM in deciding and agreeing the required warranty for a service.
Lesson 3.14: Supplier Management:
122
Purpose • To manage suppliers and to obtain value for money from
suppliers, to provide seamless quality of IT service to the
business.
• Ensure that underpinning contracts and agreements with
suppliers are aligned to business needs and they meet
their contractual commitments.
Objectives • Manage relationships with suppliers.
• Negotiate and agree contracts with suppliers.
• Manage supplier performance.
• Maintain a supplier policy and a supporting Supplier and
Contract Database (SCD).
Scope • Management of all suppliers and contracts needed to
support the provision of IT services to the business
• To ensure that suppliers provide value for money and
meet their service target.
• To ensure that relationships are developed in a consistent
manner and that suppliers performance is appropriately
reviewed and managed.
Supplier and Contract Database
123
Supplier Supplier and

Strategy Contracts
Evaluation
& Policy
Establish new
suppliers and
Supplier Contracts
&
Supplier categorization and Contract
Maintenance of the SCD
Database
(SCD)
Supplier & Contract
Management &
performance
Contract
Renewal And/or
termination
Relationship with Service Level Management
124
Supplier Management
To ensure the UC‟s are aligned with
SLR‟s and SLA‟s by managing
relationships with Supplier.
Service Level Supplier

Management Management
Service Level Underpinning External
Agreements (SLA) Contracts (UC‟s) Suppliers
Supplier Categorization
125
Supplier Categorization is classified into:
1. Strategic – E.g., A network service provider supplying worldwide

network service and their support.
2. Tactical – E.g., A hardware maintenance organization providing resolution

of server hardware failures.
3. Operational – E.g., An internet hosting service provider, supplying hosting

space for a low-usage, low-impact website or internally used IT service.
4. Commodity – E.g., paper or printer cartridge suppliers.
Supplier Categorization contd…
126
Value and Importance
High Strategic
Suppliers
Operational
Suppliers
Medium
Tactical
Suppliers
Commodity Operational
Low
Suppliers Suppliers
Low Medium High

Risk Impact
Lesson 3.18: Supplier Management: Role
127
The Supplier Management Manager role is to:
 Ensure that the aims of Supplier Management are met

 Provide assistance in the development and review of SLAs, contracts
 Ensure that value for money is obtained from all IT suppliers and contracts
 Ensure that all IT supplier processes are consistent standard T&Cs
 Maintain and reviewing a Supplier and Contracts Database (SCD)
 Review and conduct Risk Analysis of all suppliers and contracts on a regular
basis
 Ensure that any underpinning contracts, agreements or SLAs
 Ensure that all supporting services are scoped and documented
 Ensure that all roles and relationships between lead and any suppliers
Lesson 3.19: Capacity Management:
128
Purpose • To ensure that cost-justifiable IT capacity in all areas of IT
always exists and is matched to the current and future
agreed needs of the business, in a timely manner.
Objectives • Produce and maintain an appropriate and up-to-date

Capacity Plan.
• Provide advice and guidance to the business and IT on all
capacity and performance-related issues
• Ensure that service performance achievements meet or
exceed all of their agreed performance targets.
Scope • Considers all resources required to deliver the IT service,

and plans for short-, medium- and long-term business
requirements
• Scheduling of human resources, staffing levels, skill levels
and capability levels are included within the scope of
capacity management.
A Balancing Act
129
Supply
• Resources
Capacity • Components
Demand
• Performance
Cost
Process Activities
130
Review Current Capacity

and Performance
Capacity Management
Information System (CMIS)
Capacity
performance reports Improve Current service
& data and component capacity
Forecasts
Plan new Capacity Assess, Agree &

Capacity Plans Document new
Requirements & Capacity
Sub Processes
131
• Translates business needs and plans into

Business requirements for service and IT infrastructure,
Capacity ensuring that the future business requirements for IT
Management services are quantified, designed, planned and
implemented in a timely fashion.
• Management, control and prediction of the end-to-

end performance and capacity of the live,
Service Capacity operational IT services usage and workloads.
Management • Ensure that the performance of all services, as
detailed in service targets within SLAs and SLRs, is
monitored and measured, and that the collected
data is recorded, analyzed and reported.
Component • Management, control and prediction of the
Capacity performance, utilization and capacity of individual
Management IT technology components.
Lesson 3.23: Capacity Management :
Capacity Plan
132
The Capacity plan:
• Contains information on the current usage of service and

components, and plans for the development of IT capacity to
meet the needs in the growth of both existing service and any
agreed new services
• Used by all areas of the business and IT management
• Plan the capacity of the IT infrastructure
• Also provides planning input to many other areas of IT and the
business
• Used as a basis for decision-making
Lesson 3.24: Availability Management
Process: Purpose, Objectives & Scope
133
Purpose • To ensure that the level of Service Availability delivered in
all services is matched to or exceeds the current and future
business requirements, in a cost-effective and timely manner.
• To ensure both the current and future availability need of the
business are met.
Objectives • To provide a point of focus and management for all

availability-related issues.
• Produce and maintain an appropriate and up-to-date
Availability Plan.
• Ensure that proactive measures to improve the availability of
services are implemented wherever it is cost-justifiable to do
so.
Scope • Current business processes, their operation and requirements
• Future business plans and requirements
• Service targets and the current IT service operation and
delivery.
Lesson 3.25: Availability Management:
Key Terms explained
134
Availability • The percent time of agreed service hours the

component or service is available.
• A measure of how long a component or IT
Reliability Service can perform its agreed operation
without interruption.
• A measure of how quickly and effectively a
Maintainability component or IT Service can be restored to
normal working after a Failure.
• The ability of a Third-Party Supplier to meet
the terms of its Contract. This Contract will
Serviceability include agreed levels of Reliability,
Maintainability or Availability for an IT service
or component.
Key Terms explained..contd.
135
• The business critical elements of the business

Vital business process supported by an IT Service.
Functions • Typically this will be where more effort and
(VBF‟s) investments will be spent to protect these vital
business functions.
• All aspects of service availability and
Service unavailability and the impact of component
Availability availability, or the potential impact of
component unavailability on service
availability.
Component • All aspects of component availability and
Availability unavailability.
Expanded Incident Lifecycle
136
Downtime
Uptime
Uptime
Incident 2
Recovered
Incident 1
Diagnose
Repaired
Restored
Record
Detect
Mean Time
Time to Time to Time to Time to Time to Time to Between
detect Record Diagnose Repair Recover Restore Failures
(MTBF)
Mean Time to Restore Service (MTRS)
Mean Time to between system incidents (MTBSI)

Lesson 3.27: IT Service Continuity
137
Purpose • To support the overall Business Continuity Management
(BCM) process by ensuring that the required IT technical
and service facilities (including computer systems,
networks, applications, data repositories,
telecommunications, environment, technical support and
Service Desk) can be resumed within required, and
agreed business timescales.
Objectives • Maintain a set of IT Service Continuity Plans and IT
recovery plans that support the overall Business
Continuity Plans (BCPs) of the organization.
• To conduct regular risk assessment and management
exercises
• To complete regular business impact analysis (BIA).
Scope • Focus on business disaster events
• Set critical requirements for survival
• Maintaining agreements on scope and policies.
• ITSCM supports IT service requirements
Management: Key Terms Explained
138
• Strategies and actions to take place to continue

Business Business Processes in the case of a disaster.
Continuity
Management • It is essential that the ITSCM strategy is
(BCM) integrated into and a subset of the BCM
strategy.
• Quantifies the impact loss of IT service would
have on the business.
Business Impact
Analysis (BIA) • Identifies the most important services to the
organisation and is therefore critical input to
Strategy
• The business critical elements of the business
process supported by an IT Service.
Vital Business
Functions (VBF‟s) • Typically this will be where more effort and
investments will be spent to protect these vital
business functions.
Management: Key Terms Explained..contd
139
• Possibility of an event occurring that could cause harm

or loss, or affect the ability to achieve Objectives.
Risk • A Risk is measured by the probability of a Threat, the
Vulnerability of the Asset to that Threat, and the
Impact it would have if it occurred.
• Identification & Evaluation of Assets, Threats and
Vulnerabilities that exist to business processes, IT
services, IT infrastructure and other assets.
Risk
• Used in assessing and reducing the chance of normal
Assessment operational incidents and is a technique used by
availability management to ensure the required
availability and reliability levels can be maintained.
Risk • Identifying appropriate risk responses or cost-

justifiable countermeasures to combating identified
Management risks.
Management: Lifecycle Activities
140
Initiation
Business Continuity
Strategy
Requirements
On Going & Strategy
Invocation Operations
Implementation
Business Continuity
Plans

Lesson 3.30: Information Security
141
Purpose • To align IT security with business security and ensure
that information security is effectively managed in all
service and IT Service Management activities.
Objectives • To protect the interests of those relying on

information, and the systems and communications that
deliver the information, from harm resulting from
failures of availability, confidentiality and integrity.
Scope • Input from Business security policy and plans

• Current business operation and its security
requirements
• Future business plans and requirements
• Legislative and regulatory requirements
• Obligations with regard to security contained within
SLAs
• The business and IT risks and their management
Management: Key Terminology
142
• Protecting information against unauthorized

Confidentiality access and use.
• Examples: Passwords, swipe cards, firewalls
• Accuracy, completeness and timeliness of services,
data information, systems and physical locations.
Integrity
• Examples: Rollback mechanisms, test procedures,
audits.
• The information should be accessible at any
agreed time. This depends on the continuity
Availability provided by the information processing systems.
• Examples: UPS, resilient systems, Service desk
hours
Management: Security Framework
143
Information Security Framework
Information
Information Security Management System
Security
Strategy
Information
Security Policy Information Security Processes
Information > Communications Strategy
Security Information Management of Security Risks > Training & Awareness
Organisation Security Controls Strategy
Management: Security Policy
144
Security Policy Contains….

 An overall Information Security Policy
Audience for  Use and misuse of IT assets policy
Security Policy  Access control policy
 Password control policy
• These policies should  E-mail policy
be widely available  internet policy
to all customers and  Anti-virus policy
users, and their  Information classification policy
compliance should  Document classification policy
be referred to in all  Remote access policy
SLRs, SLAs, contracts
 Policy for supplier access of IT service, information
and agreements.
and components
 Asset disposal policy.
Lesson 3.34: Information Security Mgmt:
Information Security Management System (ISMS)
145
Interested • Service level • Awareness, Interested

Agreements (SLA‟s) Classification
Parties • Underpinning • Personnel Security Parties
Contracts (UC‟s) • Physical Security
(Customers, • Operational level • Systems Security (Customers,
Suppliers agreements (OLA‟s) Plan Implement • Security Incident Suppliers
• Policy Statements Procedures
etc.) etc.)
Information
Control Managed
Security • Organize Information
Requirements & • Establish framework Security
Expectations • Allocate responsibilities
Maintain Evaluate
• Learn • Internal audit
• Improve • External audit
• Plan • Self assessments
• Implement • Security Incidents
Lesson 3.35: Design Coordination –
146
 Purpose
To ensure that the objectives of the service design stages are met by
providing and maintaining a single point of coordination and control
for all activities and processes within this stage of the service lifecycle
 Objectives
• Ensuring consistent design of services to meet current and evolving business
needs.
• Coordination of all design activities across projects, changes, suppliers and
support teams.
• Maintaining Governance
 Scope
• All design activities
• All new or changed service solutions that are being designed for
transition into the live environment or retirement
Lesson 3.36: Design Coordination - Governance
147
Some aspects of the governance that Design Coordination can bring includes
• Assisting and supporting each project through all the activities and processes
• Maintaining policies and guidelines for service design activities
• Planning and forecasting of the resources for future demand
• Ensuring that all the requirements are appropriately addressed in service

designs
Lesson 3.37: Design Coordination - Keywords
148
• Service Design Package

• Service Design Policy
149 Service Design- Summary
• Purpose & Objectives of service design

• Key terms and basic concepts
• Service Catalogue Management
• Service Level Management
• Supplier Management
• Capacity Management
• Availability Management
• IT Service Continuity Management
• Information Security Management
• Design Coordination
150 Service Design :Quiz

Learning Unit 3 : Quiz
151
Question 1:
Which of the following is NOT one of the five individual aspects of
Service Design?
A. The design of the Service Portfolio, including the Service
Catalogue
B. The design of new or changed services
C. The design of Market Spaces
D. The design of the technology architecture and management

systems
152
Question 2:
Which of the following is MOST concerned with the design of new
or changed services?
A. Change Management
B. Service Transition
C. Service Strategy
D. Service Design
153
Question 3:
Implementation of ITIL® Service Management requires preparing
and planning the effective and efficient use of:
A. People, Process, Partners, Suppliers
B. People, Process, Products, Technology
C. People, Process, Products, Partners
D. People, Products, Technology, Partners
154
Question 4:
What is the MAIN objective of Availability Management?
A. To monitor and report availability of components
B. To ensure that all targets in the Service Level Agreements

(SLAs) are met
C. To guarantee availability levels for services and components
D. To ensure that service availability matches or exceeds the

agreed needs of the business
155
Question 5 :
The Information Security Policy should be available to which
groups of people?
A. Senior business managers and all IT staff only
B. Senior business managers, IT executives and the Information

Security Manager only
C. All customers, users and IT staff
D. Information Security Management staff only

156
Question 6 :
Which of the following are activities that would be carried out by
Supplier Management?
1: Management and review of Organisational Level Agreements (OLAs)

2: Evaluation and selection of suppliers
3: Ongoing management of suppliers
A. 1 and 2 only
B. 1 and 3 only
C. 2 and 3 only
D. All of the above
Learning Unit 4
157
Service
Transition
2 Lesson 1.0: Service Transition
Lesson objectives
• Understand the Objectives of Service

Transition
• Explain What value Service Transition
provides to the Business

Lesson 1.1: Service Transition: Purpose
159
• The purpose of Service Transition is to ensure that new, modified or

retired services meet the expectations of the business as documented
in the Service Strategy and Service Design stages of the lifecycle.
KEY ROLE: To move Services from Design to Operations, without impacting the
ongoing Services
Lesson 1.2: Service Transition: Objectives
160
• Plan and manage service changes efficiently and effectively.
• Manage risks relating to new, changed or retired services.
• Successfully deploy service releases into supported environments.
• Set correct expectations on the performance and use of new or changed

services.
• Provide good quality knowledge and information about services and service
assets.
Lesson 1.3: Service Transition: Scope
161
Service Transition provides guidance for:
• The development and improvement of capabilities for transitioning

new and changed services into supported environments, including
release planning, building, testing, evaluation and deployment.
• It also considers service retirement and transfer of services between

service providers.
Lesson 1.4: Value to Business
162
• The capacity of the business to respond quickly and adequately to changes

in the market improves.
• Changes in the business as a result of takeovers, contracting, etc. are well

managed.
• More successful changes and releases for the business.
• Better compliance of business and governing rules.
• Less deviation between planned budgets and the actual costs
• Better insight into the possible risks during and after the input of a service
into production.
• Higher productivity of customer staff
Lesson 2.0: Service Transition: Key
5
Principles and Models
Lesson objectives
• Understand Configuration Item

• Understand Configuration Management System

Lesson 2.1: Configuration Item (CI)
164
164 Anything that needs to be managed in order to deliver an IT Service.
CI information is recorded in the Configuration Management System.
CI information is maintained throughout its lifecycle by Configuration

Management.
All CIs are subject to Change Management control.
CIs typically include

IT Services, hardware, software, buildings, people, and formal
documentation such as Process documentation and SLAs
Lesson 2.2: Configuration Management
System (CMS)
165
165
• Information about all Configuration Items
CI may be entire service, or any component
Stored in 1 or more databases (CMDBs)
• CMS stores attributes
Any information about the CI that might be needed
• CMS stores relationships
Between CIs
With incident, problem, change records etc.
• CMS has multiple layers
Data sources and tools, information integration, knowledge processing
(scorecards, dashboards etc.), presentation
Lesson 3.0: Service Transition
166
Processes
Lesson objectives
At the end of this lesson, you should be able to understand
Objectives and basic concepts of the four processes in
Service Transition:
• Transition, Planning and Support
• Change Management
• Service Asset and Configuration Management
• Release and Deployment management, And
• Knowledge Management
Lesson 3.1: Transition, Planning and
167
Support
Lesson objectives
• State the Objectives and basic concepts of
Transition, Planning and Support

Lesson 3.1.1:Transition, Planning and
Support – Purpose & Objectives
168
 Purpose
The purpose of the Transition, Planning and Support process is to provide overall
planning for service transitions and to coordinate the resources that they require.
 Objectives
The objectives of the Transition, planning and support process are:
• To plan and coordinate the resources to ensure that the requirements of service
strategy encoded in service design are effectively realized in service operation.
• Coordinate activities across projects, suppliers and service teams where required.
• Provide clear and comprehensive plans that enable customer and business change
projects to align their activities with the service transition plans.
Contd….
Support- Purpose & Objectives contd..
169
• Establish new or modified manage information systems and tools,

technology and management architectures, service management
processes and measurement methods and metrics to meet
requirements established during the service design lifecycle stage.
• Monitor and improve the performance of the service transition

lifecycle stage.
Support- Scope
170
The scope of Transition, planning and support scope includes:
• Maintaining policies, standards and models for service transition activities

and processes.
• Coordinating the efforts needed to enable multiple transitions to be
managed and the same time
• Prioritizing conflicting requirements for service transition resources
• Reviewing and improving the performance of transition planning and
support activities.
171 Lesson 3.2: Change Management
Lesson objectives
• State the Objectives and basic concepts of
Change Management

Lesson 3.2.1: Change Management :
Purpose & Objectives
172
 Purpose
The purpose of the change management process is to control the lifecycle of all
changes, enabling beneficial changes to be made with minimum disruption to IT
services.
 Objectives:
The objectives of the Change Management process is to:
• Respond to Business and IT requests to align Services with business needs.
• Ensuring Changes are introduced in a controlled manner.
• Optimize business risk
• Implement changes successfully
• Implement changes in times that meet business needs
• Use standard processes
• Record all changes
Lesson 3.2.2: Change Management : Scope
173
Scope
The scope includes:
• Any changes to all architecture, processes, tools, metrics and

documentation.
• Addition, Modification or Removal of any Service or Configuration Item or
associated documentation.
• Changes to any of the five aspects of Service design.
Change Types
174
Change Types
 Normal changes
 Types are specific to the organization
 Type determines what assessment is required
 Standard changes
 Pre-authorized with an established procedure
 Tasks are well known, documented and low risk (usually)
 E.g replacement of faulty printer, upgrade PC etc.
 Emergency changes
 Business criticality means there is insufficient time for normal handling
 Should use normal process but speeded up
 Impact can be high, more prone to failure, Should be kept to minimum
Remediation Planning
175
Remediation : Recovery to a known state after a failed Change or Release
 Remediation may include back-out, invocation of service continuity plans,

or other actions designed to enable the business process to continue.
 Remediation plan should consists of documentation of procedures that

needs to be followed during change evaluation or testing.
Concepts
176
 Service Change – It is done by “the addition, modification or removal of an

authorized, planned or supported service component and its associated
documentation.
 Request for change (RFC) – It is a formal request for a “Service Change”

and it can be raised or issued by anyone involved in the service.
 Change proposal – It is raised for major changes with significant

organizational or financial effects.
Change Proposals
177
 A change proposal is used to communicate a high-level description of the
change.
 The change proposal is normally created by the service portfolio

management process and is passed to change management for
authorization.
 In some organizations change proposals may be created by a program

management office or by individual project.
 A change proposal should include a high level description of the new,

changed or retired service, a business case including risks, issues and
alternatives, financial requirements and an outline schedule for design and
implementation of the change.
Change Flow
178
Roles in Change Management
179
 Change Manager
 Ensures that process is followed

 Usually authorizes minor changes
 Coordinates and runs CAB meetings
 Produces change schedule
 Coordinates change/built/test/implementation
 Reviews/Closes Changes
Change Advisory Board (CAB)
180
 Change Advisory Board (CAB)
 Supports the change manager
 Consulted on significant changes
 Business, users, application/technical support, operations, service desk,
capacity, service continuity, third parties …
 people who have clear understanding of business needs
 Technical specialists / consultants
 Emergency CAB (ECAB)

 Subset of the standard CAB
 Membership depends on the specific change
Lesson 3.2.10: Change Management : 7 R’s
of Change Management
181
7 R‟s of Change Management
 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 Metrics
182
Change Metrics
• Compliance
Reduction in unauthorized changes
Reduction in emergency changes
• Effectiveness
Percentage of changes which met requirements
Reduction in disruptions, defects and re-work
Reduction in changes failed/backed out
Number of incidents attributable to changes
• Efficiency
Benefits (value compared to cost)
Average time to implement (by urgency/priority/type)
Percentage accuracy in change estimates
Key Challenges
183
Business pressure to “just do it”
Inaccurate and incomplete Configuration Management System
Soiled Technical Function areas
 Misunderstanding of “Emergency” changes
Scalability across large organizations
Vendor/Contract Compliance
 Adhoc nature of people
Lesson 3.3: Service Asset and
184
Configuration Management
Lesson objectives
• State the objectives and basic concepts of
Service Asset and Configuration Management

Lesson 3.3.1: Service Asset and
Configuration Management: Purpose, Objectives & Scope
185
The Purpose of SACM is to ensure that the assets required to deliver services are
properly controlled, and that accurate and reliable information about those assets
is available when and where it is needed.
The Objective of SACM is to define and control the components of services and
infrastructure and maintain accurate configuration records. This enables an
organization to comply with corporate governance requirements, protect & control
its asset base, optimize its costs, manage change and release effectively, and
resolve incidents and problems faster.
The Scope of SACM is to make sure that all assets that are used during the Service
Lifecycle are within the scope of asset management.
Management of the complete lifecycle if every Configuration item.
The process offers a complete overview of all assets, and shows who is responsible
for the control and maintenance of these assets.
Configuration Management: Basic Concepts
186
What is a Configuration Item (CI) ?

Anything that needs to be managed in order to deliver an IT Service
CI information is recorded in the Configuration Management System
CI information is maintained throughout its lifecycle by Configuration
Management
All CIs are subject to Change Management control
CI Types :
CIs typically include
•IT Services, hardware, software, buildings, people, and formal documentation
such as Process documentation and SLAs
Configuration Management: Basic Concepts contd..
187
Basic Concepts
 Configuration baseline
 Configuration details captured at a specific point in time. This captures
both the structure and details of a configuration Item.
 It is used as a reference point for future Builds, Releases and Changes.
(e.g. After major changes, disaster recovery etc).
 Typically managed through the Change Management process.
Configuration Management: Basic Concepts: Contd..
188
What is a Configuration Management System (CMS) ?
•Information about all Configuration Items

•CI may be an entire service, or any component
•Stored in 1 or more databases (CMDBs)
•CMS stores attributes
•Any information about the CI that might be needed
•CMS stores relationships
•Between CIs
•With incident, problem, change records etc.
•CMS has multiple layers
•Data sources and tools, information integration, knowledge processing
(scorecards, dashboards etc.), presentation
Configuration Management: Basic Concepts: Contd..
189
What is a Definitive Media Library (DML) ?

The only source for build and distribution
Master copies of all software assets
In house, external software houses
Scripts as well as code
Management tools as well as applications
Including licenses
Quality checked
Complete, correct, virus scanned ..
Configuration Mgmt..: Basic Concepts: CMDB & DML
190
Basic Concepts
DML and CMDB
Lesson 3.3.4: Service Asset and Configuration
Management: Basic Concepts: Logical Model
191
Services
E - Banking E - Sales
User Application Application User

Experience Experience
Availability SLA Business Business SLA Availability

Logic Logic
Application Application
Infrastructure Infrastructure
Data Center
Network
Messaging Data Web Web Data Messaging
services services services services
Network Name
Topology service
Authentication
Lesson 3.3.5: Service Asset and Configuration Mgmt.:
Basic Concepts: Relationship between CMDB, CMS and SKMS
192
SKMS Informed Decision
CMS
CMDB

Lesson 3.4: Release and Deployment
193
Management
Lesson objectives
Release and Deployment Management

Lesson 3.4.1: Release and Deployment
Management: Purpose Objectives
194
 Purpose
• The purpose of the release and deployment management process is to

plan, schedule and control the build, test and deployment of releases.
• To deliver new functionality required by the business while protecting the
integrity of existing services.
 Objectives
• Define and agree release and deployment management plans with

customers and stakeholders.
• Create and test release packages that consist of related configuration
items that are compatible with each other.
• Ensure that all release packages can be tracked, installed, tested, verified
and/or uninstalled or backed out if appropriate.
Contd….
Management: Purpose & Objectives contd..
195
• Record and manage deviations, risks and issues related to the new
or changed service and take necessary corrective action.
• Ensure that there is knowledge transfer to enable the customers
and users to optimize their use of the service to support their
business activities.
Management: Scope
196
 Scope
The scope of Release and deployment management includes

processes, systems and functions to package, build, test and deploy
a release into production and establish the service specified in the
Service Design package before final handover to service
operations.
It also includes all configuration items required to implement a

release.
Management: Basic Concepts: Release Policy
197
Release Policy: The overarching strategy for Releases and was derived from the
Service Design phase of the Service Lifecycle and typically includes:
• Release Description with the unique identification, numbering and naming

conventions.
• The roles and responsibilities at each stage in process.
• The expected frequency for each type of release
• The approach for accepting and grouping changes into a release.
• The mechanism to automate the build, installation and release distribution processes
to improve re-use, repeatability and efficiency
• How the configuration baseline for the release is captured and verified against the
actual release contents, e.g. hardware, software, documentation and knowledge
• Exit and entry criteria and authority for acceptance of the release into each
Service Transition stage and into the controlled test, training, disaster recovery and
production environments
• Criteria and authorization to exit early life support and handover to Service
Operations.
Management: Basic Concepts: Release Unit
198
Release unit
- Cls that are normally released together
- Typically includes sufficient components to perform a useful
function. For example - Fully configured desktop PC, payroll
applications
Release package
- Single release or many related releases
- Can include hardware, software, utility, warranty, documentation,
training …
Management: Basic Concepts: Release Types
199
Release Types
Major Release:
Containing large proportions of new functionalities. Also known as a
Major Upgrade, generally supersedes all preceding minor upgrades.
Minor Release:
Contains small enhancements and fixes. A Minor Upgrade or release
generally supersedes previous emergency fixes.
Emergency Release:
Normally linked to an Emergency change.
Lesson 3.4.6: Release and Deployment Mgmt.
Basic Concepts: Release and Deployment Approaches
200
Release and Deployment Approaches
1. Big bang versus phased approach

• Phased approach can be users, locations, functionality ..
2. Push versus Pull deployment
3. Automated versus manual deployment
Lesson 3.4.7: Release and Deployment Mgmt.
Four phases of Release and Deployment Mgmt.
201
Change Management
Auth Auth Auth Auth
Post-
Authorize Authorize Authorize Authorize Implementation
Release Build and Check-in to Deployment/ Review
Planning Test DML Transfer/
Treatment
Release and Deployment

Release, Review
Deployment build and
Deployment
Planning and Test Close
Transfer
Auth
Change Management Authorization Retirement
201
202 Lesson 3.5: Knowledge Management
Lesson objectives
Knowledge Management

Lesson 3.5.1: Knowledge Management:
203
 Purpose
The purpose of the Knowledge Management process is to share perspectives,
ideas, experience and information.
To ensure that these are available in the right place, right time to enable
informed decisions and to improve efficiency by reducing the need to rediscover
knowledge.
 Objectives
• Improve quality of management decision making by ensuring that reliable
and secure information and data is available throughout the service lifecycle.
• Ensure that the right information is delivered to the appropriate place or
person at the right time to enable informed decisions.
• Maintain a service knowledge management system (SKMS) that provides
controlled access to knowledge, information and data that is appropriate for
each audience.
Scope
204
The Scope of Knowledge Management is to:
• Provide Knowledge through out the Service life-cycle

• Management of knowledge and the information & data from which the
knowledge derives
• Within the Service Transition domain might include:
• Identity of stakeholders
• Acceptable risk levels and performance expectations
• Available resource and timescales
Basic Concepts: DIKW
205
Service Knowledge Management System
206
SKMS contd..
207
A set of tools for managing knowledge and information.
 SKMS includes CMS.
 SKMS contains all the information needed to manage the lifecycle

of IT Services.
208 Service Transition : Summary
• Purpose & Objectives

• Service Transition processes:
Transition, Planning and Support
Change Management
Service Asset and Configuration Management
Release and Deployment Management
Knowledge Management

209 Service Transition : Quiz

210
Question 1:
Which of the following statements about a standard change is
INCORECT ?
a) A Standard change is a low risk change
b) Standard changes are pre-authorized changes
c) Standard changes are authorized by E-CAB
d) Standard changes are only raised by Incident Management
211
Question 2:
Which statement is the CORRECT statement about the relationship
between CMS and SKMS ?
a) The SKMS is a part of the CMS
b) The CMS is a part of the SKMS
c) There is no relationship between the CMS and SKMS
d) The CMS and the SKMS are the same
212
Question 3:
Whish of the following is an activity of SACM ?
a) Account for all the Financial assets of an organization
b) Specify the relevant attributes of CI
c) Implement ITIL® across the organization
d) Design Service models to justify ITIL® implementations
213
Question 4:
Which of the following does Service Transition provide guidance
on:
1. Moving New and Changed Services to production
2. Testing and Validation
3. Transfer of services to and from external service provider
a) All of the above
b) None of the above
c) Only 1 and 2
d) Only 1
214
Question 5:
Which of the following is an INCORRECT Release and
Deployment approach?
a) Propagate and Consolidate
b) Push and Pull
c) Big bang and Phased
d) Automated and Manual
215
Question 6:
Which of the following would be stored in the DML?

1. Copies of Purchased software
2. Copies of Internally developed software
3. Relevant License documentation
4. The Change schedule
a) All of the above

b) 1 and 2 only
c) 3 and 4 only
d) 1, 2 and 3 only
Learning Unit 5
216
Service
Operations
217 Lesson 1.0: Service Operations
Lesson objectives
• Understand the Objectives of Service Operations

• Briefly Explain What Value Service Operations
provide to business
• Understand Key Concepts & definitions
• Understand the Role of Communication in Service
Operations

Lesson 1.1: Service Operations:
218
 Purpose:
The purpose of Service Operations is to coordinate and carry out the activities
and processes required to deliver and manage services at agreed levels to
business users and customers. Service Operation is also responsible for the
ongoing management of the technology that is used to deliver and support
services.
 Objectives:
The objective of Service operations is to maintain business satisfaction by

delivering effective and efficient IT services, minimize the impact of service
outage and to ensure access to IT services for only authorized users.
Scope
219
 Scope:
The scope of Service Operations is to provide guidance on:
 The Services themselves – Activities that form part of a service are included
in service operation, whether it is performed by the service provider, an
external supplier or the user or customer of that service.
 Service Management processes – The ongoing management and execution
of the many service management processes that are performed in service
operation.
 Technology- All services require some form o technology to deliver them.
Managing this technology is not a separate issue, but an integral part of the
management of services themselves.
 People – All processes and technology are managed, they are all about
people. It is people who drive the demand for the organization‟s services
and products and it is people who decide how this will be done.
Lesson 1.3: Value to Business
220
 Service Operations is where the plans, designs and optimizations from other
ITIL® lifecycle phases are executed and measured.
• Service value is modeled in Service Strategy
• The cost of the service is designed, predicted and validated in Service

Design and Service Transition
• Measures for optimization are identified in Continual Service
Improvement
 From a customer viewpoint, Service Operation is where actual value is seen.
Lesson 1.4: Role of Communication
221
 Good communication is important across all phases of the service lifecycle

but particularly so in Service Operation
 Good communication is needed between all IT Service Management staff
and with users/ customers / partners.
 Issues can often be mitigated or avoided through good communication .
 All communication should have:
- Intended purpose and/ or resultant action
- Clear audience, who should be involved in deciding the
need/format
 Examples of Communications in Service Operations
· Routine operational communication
· Communication between shifts
· Performance reporting
-Communication related to emergencies
· Training on new or customized processes and service designs
Lesson 1.5: Events
222
An expected or unexpected change of state of a an IT component that could negatively

impact delivery of IT services.
Events are typically notifications created by an IT service, Configuration Item (CI) or a

monitoring tool.
Event Type Description
Informational An event that does not require any action, regular operation
 Example: Notification that a scheduled workload has completed
Warning An Event that is unusual but not an exception, requires closer
monitoring.
 Example: A servers CPU utilization is approaching maximum
performance threshold.
Exception An Event signifying a service or a device is operating abnormally
 Example: A PC scan reveals the installation of unauthorized
software.
Lesson 1.6: Alerts & Incidents
223
Alert Incident
 A warning that a threshold has been  An unplanned interruption to an IT
reached, something has changed, or service.
a Failure has occurred.  A reduction in the quality of an IT
 Alerts are often created and service.
managed by System Management  Failure of an IT component that has
tools. not yet affected service, but could
 Alerts are managed by the Event likely disrupt service if left
Management Process. unchecked. This can be raised by IT
 Objective is to notify the concerned support teams.
Stakeholders  Example: Failure of a server in a
clustered mode.
Relationship between Events, Alerts and Incident

All Alerts are Events, but not all Events trigger Alerts
All Incidents are Events, but all Events are not Incidents
Lesson 1.7: Service Request
224
Service Request
 A generic description for many varying types of demands that are placed upon the
IT Department by the users.
 Many of these requests are actually small changes – low risk, frequently occurring,
low cost, etc.
 Their scale and frequency, low-risk nature means that they are better handled by a
separate process, rather than being allowed to congest and obstruct the normal
Incident and Change Management processes.
 Examples:
 A request to change a password,
 A request to install an additional software application onto a particular PC,
 A request to relocate some items of desktop equipment
Lesson 1.8: Problem & Workaround
225
Problem Workaround
 A temporary way to restore service

 The cause of one or more incidents. failures to a usable level. For example;
rebooting a server hang.
 The cause is not usually known at the
time a Problem Record is created,  Used for reducing or eliminating the
and the Problem Management Impact of an Incident or Problem for which
Process is responsible for further a full Resolution is not yet available.
investigation.
 Workarounds for Incidents that do not
 Prioritized in the same way and for have associated Problem Records are
same reasons as Incidents. documented in the Incident Record.
 Workarounds for Problems are

documented in Known Error Records.
Lesson 1.9: Known Error (KE) and Known
Error Database (KEDB)
226
Known Error (KE) Known Error Database (KEDB)
 A Problem that has a documented Root  A storage of previous knowledge of

cause and a Workaround. incidents and problems
• A known error might be raised for • exact details of the fault and the
a problem whose root cause is not symptoms that occurred
yet known but a workaround has • how they were overcome
been identified.
 Allows quicker diagnosis and resolution
 Known Errors are created and if Incidents/Problems recur.
managed throughout their Lifecycle by
Problem Management.
 Known Errors may also be identified by

Development or Suppliers. For
example; Application incompatibility
reports for Windows by Microsoft
.
Lesson 1.10: Impact, Urgency & Priority
227
Impact A measure of the effect of an Incident, Problem or Change on

Business Processes.
 Based on how Service levels will be affected.
Urgency A measure of how long it will be until an Incident, Problem or
Change has a significant Impact on the Business.
Priority The relative importance of an Incident, Problem or Change.
Priority is based on Impact and Urgency, and is used to identify

required times for actions to be taken.
• For example, the SLA may state that Priority 2 Incidents must
be resolved within 12 hours.
228 Lesson 2.0: Service Operations Process
Lesson objectives
• State the purpose, objectives , scope and basic

concepts for the processes:
• Event Management
• Incident Management
• Problem Management
• Request Fulfillment
• Access Management
Lesson 2.1: Event Management:
229
229
Purpose
The purpose of Event management is to manage events throughout their lifecycle.
The activities are to detect events, make sense of them and determine the
appropriate control action is coordinated by the event management process.
Objectives
 Detect all changes of state that have significance for the managment of a CI
or IT service.
 Determine the appropriate control action or events and ensure these are
communicated to the appropriate functions.
 Provide the means to compare actual operating performance and behaviour
against design standards and SLAs.
 Provide a basis for service assurance and reporting and service improvement.
Lesson 2.2: Event Management: Scope
230
The scope of Event Management applies to all aspects of Service
Management that require control.
It includes:
• Configuration Items – E.g. updating of a file server
• Environmental Conditions - E.g. fire and smoke detection
• Software license monitoring for usage to ensure optimum/legal license

utilization and allocation
• Security – E.g. intrusion detection
• Normal activity - E.g. mainframe utilization, batch jobs etc.
Lesson 2.3: Event Management: Process
Activities
231
Process Activities
Event occurs
Event Detection , Filtering & Notification
Event Significance (Type of Event)

(Information, Warning or Exception)
Event correlation.
Event Response
Event Review & Closure
Event Logging & Filtering
232
Managing Exceptional Events
233
Managing Information & Warning Events
234
Lesson 2.7: Incident Management
235
Definition
The process for dealing with all incidents; this can include failures, questions or
queries reported by the users (usually via a telephone call to the Service
Desk), by technical staff, or automatically detected and reported by event
monitoring tools.
Lesson 2.8: Incident Management:
236
Purpose
The purpose of Incident Management process is to restore normal service
operation as quickly as possible and thereby minimize the adverse impact on
business operations, thus ensuring that the best possible levels of service quality
and availability are maintained. Normal service operation implies services
operating as per the committed SLAs.
Objectives
 Ensure that standardized methods and procedures are used for efficient and
prompt response, analysis, documentation, ongoing management and reporting
of incidents.
 Increase visibility and communication of incidents to business and IT support
staff
 Align incident management activities and priorities with those of the business.
Scope and Value to Business
237
 Managing any disruption or  Lower downtime to the business,

potential disruption to live IT services which in turn means higher
availability of the service.
 Incidents identified
• Directly by users through the  The capability to identify business
service Desk priorities and dynamically allocate
• Through an interface from Event resources as necessary.
Management to incident
Management tools  The ability to identify potential
improvements to services.
 Reported and/or logged by
technical staff
Basic Concepts
238
Time Scales • Timescales must be agreed for all incident handling stages.
- Depending on Priority & SLA‟s
- Documented in OLA‟s & UC‟s
• All support groups should be made fully aware of these
timescales.
Incident Models An Incident model is predefined steps to handle a particular
Incident.
The incident model should include:
• The steps that should be taken to handle the incident
• The order in which these steps should be taken in.
• Responsibilities; who should do what
Major Incident An Incident Model to handle Incidents of Major Impacts and great
Urgency.
Process Flow & Activities
239
To request fulfillment (if
service change request) or Major Incident
Event Incident Procedure
service portfolio
Management Identification management (if it is a
change proposal
Yes Functional
Escalation
Web Interfaces Is this No Yes
Major
really an Functional
Incident?
incident? Escalation? No
User Phone call Yes No

Hierarchic
Incident Initial Diagnosis Escalation?
logging
Email technical
Staff Yes
Incident Escalation
Yes No Management
categorization needed? Escalation
© Crown Copyright 2011.
Reproduced under license No
from the cabinet office. No Investigation &
Incident diagnosis Incident Closure
Resolution
Prioritization
identified?
Yes Resolution &
Recovery End
Process Interfaces
240
Service
Level
• SLA‟s, OLA‟s, UC‟s
Manage
ment Event • Service break/ degrading
Manage Events
• Performance ment
Capacity
incidents
Manage
• Incident ment
Workarounds
Problem • Potential problems
Incident
Manage
Management ment
• Availability Availabil
incidents ity
Manage
ment • RFC for resolving Incidents
Change
• Incidents from Failed
Manage
Changes
ment
• CI data
SACM*
• Maintain faulty CI
Status
*SACM: Service Asset & Configuration Management
Lesson 2.13: Problem Management:
241
Definition
The Problem Management process is responsible for managing the lifecycle of
all problems.
Purpose
 Problem Management seeks to identify and remove the root-cause of
Incidents in the IT Infrastructure.
 Minimize the adverse impact of incidents and problems on the business that
are caused by underlying errors.
 Eliminate recurring incidents and to minimize the impact of incidents that can
not be prevented.
Objectives
 To prevent problems and resulting incidents from happening and to
eliminate recurring incidents
 To minimize the impact of incidents that cannot be prevented.
Scope and Value to Business
242
 Activities required to diagnose the  Together with Incident and Change

root cause of incidents and to Management increases IT service
determine the resolution to those availability and quality.
problems.
 Reduction in downtimes and
 Responsible for ensuring that the disruptions of Business critical
resolution is implemented through the systems.
appropriate control procedures,
especially Change Management and  Reduced expenditure on
Release & Deployment workarounds or fixes that do not
Management. work
 Maintain information about  Reduction in cost of effort in fire-

problems and the appropriate fighting or resolving repeat
workarounds and resolutions incidents.
Basic Concepts
243
Reactive Problem • Resolution of underlying cause (s)

Management • The activities are similar to those of Incident
Management for the logging, categorization and
classification for Problems. The subsequent activities are
different as this is where the actual root-cause analysis
is performed and the Known Error corrected.
• Covered in Service Operation
Proactive Problem • Prevention of future problems by analyzing Incident
Management Records, and using data collected by other IT Service
Management processes and external sources to identify
trends or significant problems.
• Generally undertaken as part of Continual Service
Improvement (CSI)
Process Flow: Reactive Problem Management
244
Problem Problem Problem

detection & Categorization Investigation &
Logging & Prioritization Diagnosis
Problem Workarounds & Known

Resolution & raising Known Error
Closure Error Records Database
Errors from
Major Problem
Development /
Reviews
Suppliers
Process Flow: Interfaces with Other Processes
245
Availability Management
Change Management
Capacity Management
Configuration Management
Problem
Management
Release & Deployment IT Service Continuity
Management Management
Financial Management
Service Level Management
Lesson 2.18: Request Fulfillment Process:
246
Definition
The processes of dealing with Service Requests from the users.
Purpose
 The purpose of request fulfillment is to manage all service requests raised
by the users throughout the lifecycle.
Objectives
 Maintain user and customer satisfaction through efficient and professional
handling if all service requests
 Provide a channel for users to request and receive standard services for
which a predefined authorization and qualification process exists
 Assist with general information, complaints or comments.
 Source and deliver the components of requested standards.
Lesson 2.19: Request Fulfillment Process:
Scope & Basic Concepts
247
Scope
• For an organization where large number of service requests have to be
handled, it makes sense to handle service requests as a completely separate
work stream and to record and manage them as a separate record type.
• What should be handled as a service request need to be decided by an

organization. Anything that is frequently occurring, low cost, low risk, low
impact should be considered as a service request.
Basic Concepts
 Request models – Specific procedures for handling certain types of requests
For example; IMACS, Password resets, etc.
Lesson 2.20: Access Management:
248
Purpose
• The purpose access management is to grant access to authorized users the
right to use a service, while preventing access to non-authorized users.
• In practice, Access Management is the operational enforcement of the
policies defined by Information Security Management and Availability
Management.
Objectives
 To grant authorized users the right to use a Service and deny access to
unauthorized users
 To Execute policies and actions defined in Security and Availability
Management
Lesson 2.21: Access Management: Scope
249
• Access Management is effectively the execution of both Availability and

Information Security Management.
• It enables the organization to manage the confidentiality, integrity and

availability of the organization‟s data and intellectual property.
• Access Management ensures users are given the right to use a service, but it
does not ensure that this access is available at all agreed times – this is
provided by Availability Management.
Lesson 2.22: Access Management:
Basic Concepts
250
Basic Concepts
Access • Access refers to the level and extent of a service‟s functionality

or data that a user is entitled to use.
Identity • The information about the user that distinguishes them as an
individual, and which verifies their status within the
organization.
• By definition, the identity of a user is unique to that user.
Rights • Also called privileges, refer to the actual settings whereby a
user is provided access to a service or group of services.
• Typical rights or levels of access include read, write, execute,
change, delete.
Service/ Service • Granting users/User groups access to similar set of services
Groups
251
Functions
Lesson objectives
• Explain the role, objectives and

organizational structures of Service desk

Lesson 3.1: Service Desk
252
Definition
A Service Desk is a functional unit made up of a dedicated number of staff
responsible for dealing with a variety of service events, often made via
telephone calls, web interface, or automatically reported infrastructure events.
Acts as daily Single point of contact for IT users
Objectives
 To restore the „normal service‟ to the users as quickly as possible.
 Operate as Level 1 for Incident Management and Request Fulfillment i.e.
Log calls, do initial diagnosis and investigation and if possible resolve and
close.
 Manage Incidents throughout its lifecycle, which also includes user
communication and Technical & hierarchical escalations.
 Conducting customer/user satisfaction survey.
Lesson 3.2: Purpose of Service Desk
253
Purpose of Service Desk

 Improved customer service, perception of IT and satisfaction with IT services
 Increase accessibility to IT services through a single point of contact,
communication and information.
 Better quality and faster turnaround of customer or user IT requests
 Enhanced focus and a proactive approach to IT service provisioning.
 More meaningful management information for decision support
 Improved teamwork and communication amongst IT staff.
 A reduced negative business impact.
 Improved usage of IT Support resources and increased productivity of
business personnel.
Lesson 3.3: Organization Structures
254
Type Description
1. Local Located physically close to the user community it serves.
2. Centralized Service desk is deployed at one central physical location.
3. Virtual Impression of single, centralized Service desk, through the
use of technology and tools to create a virtual Service
desk.
4. Follow-The-Sun Multiple Service desks across time zones to provide 24x7
service.
5. Specialized „specialist groups‟ within the overall Service Desk structure,
so that incidents relating to a particular IT service can be
routed directly (normally via telephony selection or IVR or
a web-based interface) to the specialist group.
Lesson 3.4: Service Desk Function:
Organization Structures - Local
255
Local
 Aids communication and gives a
clearly visible presence
Local Users
 Can often be inefficient and
expensive to resource due to low call
Service Desk volumes
(local)
 Reasons for a Local service desk…
• Language and cultural or
political differences
• Different time zones
• Specialized groups of users
• VIP/criticality status of users.
Third Party Application Infrastructure
Support Support Support
255
Organization Structures- Centralized
256
Centralized
Customer Customer Customer
Site 1 Site 2 Site 3
 Local Service Desks merged into one
or few locations.
Service Desk
(centralized)  more efficient and cost-effective,
allowing fewer overall staff to deal
with a higher volume of calls.
Second-Line Support
 „local presence‟ to handle physical
support requirements, but controlled
Third party Application Infrastructure
Support Support Support and deployed from the central desk.
Organization Structures- Virtual
257
Virtual
 Single Visible Service Desk which

may actually be run by staff in
multiple locations.
 Allows for „homeworking‟, secondary

support group, off-shoring or
outsourcing – or any combination
necessary to meet user demand.
 Safeguards are needed to ensure

consistency and uniformity in service
quality and cultural terms
Lesson 3.7: Service Desk: Service Desk Staffing
258
Service Desk Staffing

 Correct number and qualification at any given time, considering
• Customer expectations and business requirements
 e.g. call response time (SLA) , Budget
• Number of users to support, their language and skills
• Coverage period, out-of-hours, time zones/locations, travel time
• Processes and procedures in place, Infrastructure for short breaks
 Minimum qualifications
• Interpersonal skills, Business and underlying IT understanding
• Skill sets
 Customer and Technical emphasis, Expert
 Typing skills
Lesson 3.8: Service Desk: Service Desk Metrics
259
Service Desk Metrics
 Periodic evaluations of health, maturity, efficiency, effectiveness and any
opportunity to improve
 Realistic and carefully chosen – total number of call is not itself good or
bad
 Some examples:
• First-line resolution rate
• Average time to resolve and/or escalate an incident
• Total costs for the period divided by total call duration minutes
• The number of calls broken by time of day and day of week, combined with the
average call-time
• Customer/User Satisfaction surveys
Lesson 3.9: Technical Management:
Role
260
Role of Technical Management Function
 The groups, departments or teams that provide technical expertise and overall
management of the IT Infrastructure
 Custodian of technical knowledge and expertise related to managing the IT
Infrastructure.
 Provides the actual resources to support the ITSM Lifecycle.
- Ensures that resources are effectively trained and deployed to design,
build, transition, operate and improve the technology required to deliver and support IT
services.
Lesson 3.10: Technical Management:
Purpose & objectives
261
Purpose
 To help plan, implement and maintain a stable technical infrastructure to
support the organization‟s business Processes.
 To provide detailed hands on skills and resource to support the IT infrastructure.
Objectives
 Well designed and highly resilient, cost-effective infrastructure configuration
 Use of adequate technical skills to maintain the technical infrastructure and to speedily
diagnose and resolve any technical failures that do occur.
Lesson 3.11: Application Management:
Role
262
Role of Application Management Function

 Responsible for managing applications throughout their lifecycle.
• Custodian of technical Knowledge and expertise related to managing
application, whether purchased or developed in-house.
• It provides the actual resources to support the ITSM Lifecycle
• Providing guidance to IT Operations about how best to carry out the
ongoing operational management of applications.
• The integration of the Application Management Lifecycle into the ITSM
Lifecycle
Lesson 3.12: Application Management:
Purpose & Objective
263
Purpose
 Application Management is responsible for managing applications throughout
their lifecycle.
 Application Management is to applications what Technical Management is to
the IT infrastructure.
Objectives
 To helping to identify functional and manageability requirements for
application software so as to support the organization‟s business Processes.
 Assist in ongoing support/maintenance/improvement of applications.
 Assist in ongoing support/maintenance/improvement of applications.
Lesson 3.13: Application Development
264
Application management working together with Technical management, ensures that the
knowledge required to design, test, manage and improve IT services is identified, developed
and refined.
Application Management Application Development
1. It is ongoing set of activities to oversee It is one time set of activities to design
and manage applications throughout their and construct application solutions.
entire lifecycle.
2. Performed for all applications, whether Performed for applications developed
purchased from third parties or developed within the organization.
within the organization.
3. It focuses on both utility and warranty It focuses only on the Utility aspect.
aspects.
4. It focuses both on functionality and the Its main focus is to build functionality
delivery procedures of the final product. for their customers.
5. Also focuses on the manageability aspects Mainly interested in the functions of
of the application. the application than how it is
operated.
Lesson 3.14: IT Operations Management
Function
265
Role of IT Operations Management Function

 The function responsible for the ongoing management and maintenance of
an organization ‟s IT Infrastructure to ensure delivery of the agreed level of
IT services to the business.
 Operations Control - oversees the execution and monitoring of the

operational activities and events in the IT Infrastructure.
 Includes Console Management, Job Scheduling, Backup & restore,
Print & output Management and Maintenance activities on behalf
of Technical or Application Management teams.
 Facilities Management - The management of the physical IT

environment, typically a Data Centre or computer rooms and recovery
sites together with all the power and cooling equipment.
Lesson 3.15: IT Operations Management
Objectives
266
Purpose
 The focus is on building repeatable, consistent actions which if repeated
frequently at the right qualitative level, will ensure the success of
Operations.
 The actual value of the Services being delivered by the Organization is
delivered and measured.
Objectives
 Maintenance of the as- is infrastructure and procedures to achieve
stability of the organization‟s day-to-day processes and activities.
 Regular scrutiny and improvements to achieve improved service at
reduced costs, while maintaining stability.
 Swift application of operational skills to diagnose and resolve any IT
operations failures that occur.
267 Service Operations Summary
• Purpose & Objectives
• Scope and basic concepts for the processes:
• Event Management
• Incident Management
• Problem Management
• Request Fulfillment
• Access Management

268 Service Operations : Quiz

Learning Unit 5
269
Question 1:
Major Incidents require:
A. Separate procedures
B. Less urgency
C. Longer timescales
D. Less documentation
Learning Unit 5
270
Question 2:
Which of the following should be done when closing an Incident?
1: Check the Incident categorization and correct it if necessary
2: Decide whether a Problem needs to be logged
A. 1 only
B. Both of the above
C. 2 only
D. None of the above

Learning Unit 5
271
Question 3:
Which of the following is NOT a valid objective of Request
Fulfillment?
A. To provide information to users about what services are

available and how to request them
B. To update the Service Catalogue with services that may be
requested through the Service Desk
C. To provide a channel for users to request and receive standard
services
D. To source and deliver the components of standard services that
have been requested
Learning Unit 5
272
Question 4:
Which Functions are included in IT Operations Management?
A. Network Management and Application Management
B. Technical Management and Application Management
C. IT Operations Control and Facilities Management
D. Facilities Management and Technical Management
Learning Unit 5
273
Question 5:
What is the BEST description of the purpose of Service
Operation?
A. To decide how IT will engage with suppliers during the Service

Management Lifecycle
B. To proactively prevent all outages to IT Services
C. To design and build processes that will meet business needs
D. To deliver and manage IT Services at agreed levels to
business users and customers
Learning Unit 5
274
Question 6:
Which of these activities would you expect to be performed by a
Service Desk?
1: Logging details of Incidents and service requests
2: Providing first-line investigation and diagnosis
3: Restoring service
4: Diagnosing the root-cause of problems
A. All of the above
B. 1, 2 and 3 only
C. 1, 2 and 4 only
D. 2, 3 and 4 only
275 End of Learning Unit 5

Learning Unit 6
276
Continual
Service
Improvement
2 Lesson 1.0: Continual Service Improvement
• Understand the purpose, objectives, scope

and value to business of Continual Service
Improvement

Lesson 1.1: Continual Service Improvement:
278
 Purpose
• To align IT services with changing business needs by identifying and
implementing improvements to IT services and processes that
support the business.
• Improve effectiveness, efficiency and economics of all processes
associated with delivering services.
 Objectives
• Review, analyze, prioritize and make the recommendations on
improvement and opportunities in each lifecycle stage.
• Review and analyze service level achievement.
• Identify and implement specific activities to improve IT service
quality and improve the efficiency and effectiveness of the
enabling processes.
Scope
279
 Scope of CSI:
 Overall health of ITSM. It takes care of entire ITSM as well as all
dependent services.
 Continual Alignment of the service portfolio with business needs.
 After implementing and operating processes, CSI helps Maturing the
processes.
 Continual Improvement of all aspects of IT service and service assets that
support them.
Organizations need to:
 Review management information and trends of service delivery
 Ensure outputs of enabling ITSM are achieving results
 Conduct audits to access maturity of process, compliance of processes.
 Conduct customer satisfaction surveys.
Value to Business
280
Adopting and implementing standard and consistent approaches for CSI will:
• Lead to a gradual and continual improvement in service quality, where

justified.
• Ensure that IT services remain continuously aligned to business requirements.
• Result in gradual improvements in cost effectiveness through a reduction in

costs and/or the capability to handle more work at the same cost.
• Use monitoring and reporting to identify opportunities for improvement in all

lifecycle stages and in all processes.
• Identify opportunities for improvements in organizational structures,

resourcing capabilities, partners, technology, staff skills and training, and
communications.
Lesson 2.0: CSI – Key Principles and
5
Models
• Understand the Basic Concepts and Key Principles of

• John Kotter‟s eight steps for Organization
Transformation

Lesson 2.1: CSI and Organizational Change
282
282
 Successful CSI requires organizational change
 Organizational change presents challenges
 Use formal approaches to address people-related issues:

 John Kotter‟s “Eight steps to transforming your organization”
 Project Management
Lesson 2.2: CSI Register
283
283
It is likely that several initiatives or possibilities for improvements can be

identified. It is recommended that a CSI register is kept to record all the
improvement opportunities and that each one should be categorized into small,
medium or large undertakings.
• The CSI register contains important information for the overall service
provider and should be held and regarded as part of the Service
Knowledge Management System(SKMS).
• It introduces a structure and visibility to CSI ensuring that all initiatives are
captured and recorded and benefits realized
• It provides a coordinated, consistent view of the potentially numerous
improvement activities
• The CSI manager should have accountability and responsibility for the
production and maintenance of the CSI register.
Lesson 2.3: Service Measurement
284
284
The ability to predict and report service performance against targets of an end-
to-end service is known as Service Measurement.
Will require someone to take the individual measurements and combine

them to provide a view of the customer experience.
This data can be analyzed over a period of time to produce a trend.
This data can be collected at multiple levels, (for example, CIs, processes,
services).
Lesson 2.4: Reasons to Monitor & Measure
285
285
Lesson 2.5: Types of Metrics
286
286
 Technology metrics: typically components and applications For example

•Performance
•Availability
 Process metrics: Critical Success Factors (CSFs), Key Performance Indicators
(KPIs), activity metrics for ITSM processes
 Service metrics: end-to-end service metrics (often Service metrics are a sum of
process and technology metrics)
Lesson 2.6:Continual Service Improvement
Measurement and Metrics
287
Measurement and Metrics consists of:
1. Critical Success factors

2. Key Performance Indicators
3. Baselines
Lesson 2.6:Continual Service Improvement
Metrics and Measurement contd..
288
CSF‟s and KPI‟s of CSI are as follows:
 CSF All improvement opportunities identified

 KPI Percentage improvements in defects
 For example, 3% reduction in failed changes; 10% reduction
in security breaches
 CSF The cost of providing services is reduced
 KPI Percentage decrease in overall cost of service provision
 For example , 2.5% reduction in the average cost of handling
an incident;5% reduction in the cost of processing a particular
type of transaction
Lesson 2.7: Key Definitions
289
289
 Improvement – Favorable Outcome showing a measurable increase in a

desirable metric or a decrease in undesirable metric.
 Benefit – Gain achieved from Improvement. This is generally associated with
ROI or VOI.
 Return on Investment (ROI) – Quantifiable monetary benefit achieved by
expending a certain amount of money, usually expressed as a percentage.
 Value on Investment (VOI) – Non monetary benefit, such as branding,
achieved by expending a certain amount of money.
 Baseline – Benchmark used as a reference point for later comparison.
Lesson 2.8: Continual Service
Improvement: PDCA - Deming Cycle
290
290
 Plan:
 Establish the objectives and
processes necessary to deliver
results in accordance with
customer requirements and the
organization's policies.
 Do:
 Implement the processes.
 Check:
 Monitor and measure processes
and product against policies, P D
objectives and requirements for A C
the product and report the
results.
 Act:
 Take actions to continually
improve process performance.
Lesson 2.9: Seven Step Improvement
Process- Purpose & Objectives
291
 Purpose:
The purpose of the seven step improvement process is to define and manage
the steps needed to identify, define, gather, process, analyze, present and
implement improvements.
 Objectives:
 Identify opportunities for improving services, processes, tools etc.
 Reduce the cost of providing the services and ensuring that IT services
enable the required business outcomes to be achieved.
 Identify what needs to be measured, analyzed and reported, to establish
improvement opportunities.
 Continually review service achievements to ensure they remain matched to
business requirements, continually align and re-align service provision with
outcome requirements.
 Understand what to measure, why it is being measured and carefully
define the successful outcome.
Process- Scope
292
• The seven step improvement process includes analysis of the performance
and capabilities of services, processes throughout the lifecycle, patterns
and technology.
• It includes the continual alignment of the portfolio of IT services with the
current and future business needs as well as the maturity of the enabling IT
processes for each service.
• It also includes making best use of the technology that the organization
has and looks to exploit new technology as it becomes available where
there is a business case for doing so.
• Also within the score are the organizational structure, the capabilities of
the personnel, and asking whether people are working in appropriate
functions and roles, and if they have the required skills.
Process- PDCA Cycle
293
Wisdom Data
Act Plan
Check Do
Information
Knowledge
Lesson 2.12: Continual Service
Improvement Model
294
294
295 CSI : Quiz

296
Question 1:
Which of the following does CSI provide guidance on?
1. How to improve process efficiency and effectiveness
2. How to improve services
3. Improvement of all phases of service lifecycle
4. Measurement of processes and services
a) 1 and 2 only
b) All of the above
c) 2 only
d) 1, 3 and 4 only
297
Question 2:
Which is the first activity of the CSI model?
a) Carry out a baseline assessment to understand the current

situation
b) Understand the Business Vision and Objectives
c) Agree on priorities for Improvement
d) Create and verify a plan
298
Question 3:
Which of the following is NOT a metric described in CSI?
a) Process Metric
b) Personnel Metric
c) Service Metrics
d) Technology Metrics
299
Question 4:
Which of the following are objectives of CSI?
1. To improve process efficiency and effectiveness
2. To improve services
3. To improve all phases of service lifecycle except Strategy
4. To improve International standard such as ISO 20000
a) 1 and 2 only
b) 2 and 4 only
c) 1, 2 and 3 only
d) All of the above

300
Question 5:
Learning and Improvement is the PRIMARY concern of which of
the following phases of service lifecycle?
a) Continual Service Improvement
b) Service Strategy and Service Design
c) Service Strategy, Service Transition and Service Operation
d) Service Strategy, Service Design, Service Transition and

Service Operation
301 CSI : Summary
Purpose & Objectives of CSI

 Service Measurement and Metrics
 7 Step Improvement process
 CSI Improvement Model

ITIL® 2011 Foundation Certification Exam
Practical Tips
302
• Read the question CAREFULLY
• At this level of exam the obvious answer is often the correct answer (if you have read
the question carefully!)
• Beware of being misled by the preliminary text for the question
• If you think there should be another choice that would be the right answer, then you have
to choose the “most right”
• Use strategies such as “What comes first?” or “What doesn‟t belong?” to help with the
more difficult questions
• Where there are questions that involve multiple statements (i.e. 1, 2, 3, 4), then try to
eliminate combinations that are immediately incorrect (based on something you can
remember) so that the question is broken into smaller, and more manageable pieces.
ITIL® 2011 Foundation Certification Exam
Practical Tips
303
Lets see with an example how to answer the questions.
Sample Question
Which of the following statements is CORRECT for ALL processes?
a) They define functions as part of their design
b) They should deliver value for stakeholders
c) They are carried out by an external service provider in support of a customer
d) They are units of organizations responsible for specific outcomes
ITIL® 2011 Foundation Certification
Exam Practical Tips
304
Let us look at another example.

Sample Question
Which of the following statements about a Definitive Media Library (DML) are
CORRECT?
1. The DML can include a physical store

2. The DML holds definitive hardware spares
3. The DML includes master copies of controlled documentation
a) All of the above
b) 1 and 2 only
c) 2 and 3 only
d) 1 and 3 only

ITIL 2011 - V3 (New)

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

ITIL 2011 - V3 (New)

Uploaded by

Copyright:

Available Formats

ITIL® 2011 FOUNDATION CERTIFICATION

“ITIL® is a Registered Trade Mark of The Cabinet Office .

Each lifecycle phase of ITIL® 2011

http://www.ITIL® -officialsite.com/Qualifications/ITIL® 2011QualificationScheme.asp

• Define the concepts of service, Service

Management, Functions, Roles &Processes, and

Best Practices are generally commoditized, generally accepted, proven effective

Successful Innovations applied diligently become

Best practice accepted and adopted by others

Best Practices are Commoditized, generally

Public Standards and

Free and publicly available

A means of delivering value to customers by facilitating outcomes customer want to

Costs and Risks are transferred to service provider.

Customer Service Provider

Stakeholders are the one‟s who are interested in an organisation, project

Example: Organisations, Service Providers, Customers, consumers, users,

–Organisation means a company, legal entity or other institution. It is

Also, there are many stakeholders external to the service provider

–Customers: Those who buy goods or services

–Users: Those who use the services on a day-to-day basis

–Suppliers: Third parties responsible for supplying goods or services

– Internal customers are people or functions who work in the same

– External customers are people who are not employed by the

Business Unit (Internal Business Unit (External

IT Department IT Department IT Department

Figure 3.5 –” Internal and External Services “ - @Crown

 The reason for differentiating between Internal and external

 The difference may not appear to be significant at first place,

 This is very important when we are measuring the (Return on

Service Control & Quality

• It delivers specific result

• Primary result are delivered to customers or stakeholders

• It responds to specific events (triggers)

 Documenting the process

 Make sure the process is being performed as documented

 Making sure process meetings it aims

 Monitoring and improving the process over time

Activities Service Process Security IT Chief Process

Create a framework for defining IT C C C A/R C I

An Organization supplying Services to one or more Internal Customers or External

There are three types of business models service providers:

Type I Type II Type III

Fig: A Basic value Chain

 How the processes integrate with each other,

throughout the Lifecycle

©Simplilearn Solutions Pvt. Ltd. 2012

Design Co-ordination IT Operations Mgmt

Supplier Management Change Evaluation Infrastructure Mgmt

Release & Deployment Problem Management

Service Asset & Configuration

Service Service Service Service

Continual Service Improvement

7 steps improvement process, Deming Cycle, CSI Model

Service Reporting Service Measurement

The Business / Customers

Assures the design and IT Compliance IT Service Management

a) Documenting the roles and relationships of stakeholders in a

b) Defining requirements for a new service or process

c) Analyzing the business impact of an incident

d) Creating a balanced scorecard showing the overall status of

a) Designing and documenting a Service

b) Carrying out the Service Operations activities needed to