Q1. What is SCD? Explain the features of SCD with suitable example.

Ans. System соntext diаgrаms shоw а system, аs а whоle аnd its inрuts аnd оutрuts
frоm/tо externаl fасtоrs. System Соntext Diаgrаms reрresent аll externаl entities thаt mаy
interасt with а system ... Suсh а diаgrаm рiсtures the system аt the сenter, with nо
detаils оf its interiоr struсture, surrоunded by аll its interасting systems, envirоnments
аnd асtivities. The оbjeсtive оf the system соntext diаgrаm is tо fосus аttentiоn оn
externаl fасtоrs аnd events thаt shоuld be соnsidered in develорing а соmрlete set оf
systems requirements аnd соnstrаints. System соntext diаgrаms аre used eаrly in а рrоjeсt
tо get аgreement оn the sсорe under investigаtiоn. Соntext diаgrаms аre tyрiсаlly
inсluded in а requirements dосument. These diаgrаms must be reаd by аll рrоjeсt
stаkehоlders аnd thus shоuld be written in рlаin lаnguаge, sо the stаkehоlders саn
understаnd items within the dосument.
SCD or Data Flow Diagram (DFD) of a system represents how input data is converted to
output data graphically. Level 0 also called context level represents most fundamental and
abstract view of the system. Subsequently other lower levels can be decomposed from it. DFD
model of a system contains multiple DFDs but there is a single data dictionary for entire DFD
model. Data dictionary comprises definitions of data items used in DFD.
А system соntext diаgrаm (SСD) is а diаgrаm thаt defines the bоundаry between the
system, оr раrt оf а system, аnd its envirоnment, shоwing the entities thаt interасt
with it.[2] This diаgrаm is а high level view оf а system. It is similаr tо а blосk
diаgrаm.

Context diagram :
It demonstrates entire data flow of a system in a single process/ bubble. Bubble is annotated
with ‘Noun’ representing whole system. This is only bubble in DFD where a noun, (in the form
of name of a system) is used. It is named since purpose of context diagram is to grab che
context of system and not functionality. All other bubbles have a verb according to main
function performed by it.
Context diagram shows three main things : users, data flow to system and from system. It
captures various external entities interacting with system, data to and from system as incoming
and outgoing arrows. Context diagram requires analysis of SRS document. Data flow is
represented with data names on top of arrow.

SCD or DFD (data flow diagram) can be drawn to represent the system of different levels of
abstraction. Higher-level DFDs are partitioned into low levels-hacking more information and
functional elements. Levels in DFD are numbered 0, 1, 2 or beyond. Here, we will see mainly 3
levels in the data flow diagram, which are: 0-level DFD, 1-level DFD, and 2-level DFD.

0-level DFD:
It is also known as a context diagram. It’s designed to be an abstraction view, showing the
system as a single process with its relationship to external entities. It represents the entire system
as a single bubble with input and output data indicated by incoming/outgoing arrows.

1-level DFD:
In 1-level DFD, the context diagram is decomposed into multiple bubbles/processes. In this
level, we highlight the main functions of the system and breakdown the high-level process of 0-
level DFD into subprocesses.

2-level DFD:
2-level DFD goes one step deeper into parts of 1-level DFD. It can be used to plan or record the
specific/necessary detail about the system’s functioning.
Q2. Draw a SCD for Human Resource Management and ATM functioning machine.
Ans.

SCD for ATM functioning machine

PTO
Q3. Draw a sequence diagram of Human resource management.
Ans. The sequence diagram of Human resource management system which shows the logging
in of admin in their account using their credentials is as follows :-

PTO
Q4. What is Service delivery process ? Explain the categories of service delivery component
process.
Ans. IT service delivery is the manner in which a corporation provides users access to IT
services, which include applications, data storage and other business resources. IT service
delivery covers design, development, deployment, operation and retirement. Many IT
professionals play a role in these various stages of service delivery. Quality of IT service
delivery is gauged by metrics included in a service-level agreement (SLA).
A formalized system for IT service delivery benefits an organization with large or complex
software and hardware deployments, diverse system requirements, dynamic IT configuration
changes, high uptime requirements, and demanding user expectations. Business units have
options outside of the dedicated IT team, including public cloud hosting and software-as-a-
service products.
However, part of IT service delivery is ensuring a given product or service meets the data and
security control standards of the business. Shadow IT -- when services are procured outside of
sanctioned means -- exposes the business to regulatory and compliance vulnerability.
service delivery roles
In some organizations, an IT service delivery manager oversees and improves the ITSM
framework and delivery platform, but this task also falls to more expansive titles, such as IT
manager and director. IT service delivery is often tied to user satisfaction, business reputation
and revenue generation, so IT service delivery is a high priority for the CIO, as well as the IT
organization. IT operations, first- and second-level support staff and diverse other roles are
involved in service delivery. Developers can also play a part to create or customize services.

In addition to technological advances to improve IT service delivery, a corporation can invest in

revamping business processes and operations teams to respond proactively to issues and changes
throughout an application's lifecycle. For example, if service performance declines due to usage
increases, the IT service delivery team can identify the issue and work with business leaders to
budget and provision additional resources to prevent capacity constraints from becoming
detrimental to the business.

Categories of service delivery component process.

Service level Management (SLM)
Effective SLM can provide significant financial savings through managing improvements in
service quality and reducing service disruption. This should lead to less time and effort being
spent by IT staff in resolving failures. Customers and users should be able to perform their
business roles with much less disruption caused by IT service issues.
Other benefits include:
 IT services designed to meet Customer's Requirements
 Improved relationships with satisfied Customers
 Parties to SLAs and Underpinning Contracts have a clearer view of roles and
responsibilities, helping to avoid potential misunderstandings or omissions
 Specific targets to aim for and against which service quality can be measured, monitored
and reported
 IT effort is focused on those areas that the Business thinks are key
 IT and Customers have a clear and consistent expectation of the level of service require
 Service monitoring allows weak areas to be identified so that remedial actions can be
identified and undertaken where appropriate
 Service monitoring allows the performance of suppliers (internal and external) to be
evaluated and managed
 SLAs can be used as a basis for service charging and help demonstrate the value for
money Customers are receiving
 Over time there should be improvements in service quality and an overall reduction in the
cost of service provision so Service Level Management should be high on the list of
things to get right!

Costs
Costs include the following:
 Staff costs (salaries, training, recruitment costs, consultancy), both initial and ongoing
 Accommodation costs
 Support tools (monitoring and reporting, plus a portion of the costs of integrated service
management tools)
 Hardware to run these tools
 This spend is really an investment and should provide a reasonable return in the medium
to long term.

Potential Problems
These include:
 Monitoring of pre-SLA service achievements and reconciling this with the perception
held by Customers and users
 Ensuring service performance targets are achievable before committing to them
 Verifying that service performance targets are appropriate and affordable prior to
agreement
 Producing SLAs that are based upon desires rather than achievable and acceptable targets
  Not enough seniority/authority given to SLM to carry out negotiations and push through
service improvements
 SLAs not being supported by adequate contracts or underpinning agreements
 Responsibilities of each party are not clearly defined creating a danger that somethings
fall 'between the cracks' and the ensuing confusion and frustration that brings
 Being based around IT considerations rather than being business-aligned, especially
where the business cannot articulate its requirements clearly
 SLAs being too lengthy, not concise, not focused or individually hand-crafted
 SLAs are not properly communicated
The steps involved in SLM are
 Preparing service catalogue
 Developing SLA
 OLA
 Service Spreadsheet
 Service quality Plan.

Financial Management
It determines the costs of services and provides accounting support to ensure expenditures fall
within approved plans. Another key responsibility is to make sure that the funds are well-spent
and costs are justified.
The role of Financial Management varies among organizations depending on their background,
operational maturity and business priorities. It’s not a rigid framework, but rather a set of best
practices and recommendations that are applied based on your situation and objectives.
Some of the key aspects of IT Financial Management are:
 Provide oversight of all IT expenditures
 Reduce and minimize waste
 Forecast cost for ongoing operations
 Estimate, budget and track the cost of new IT initiatives
 Allocate cost based on activity
 Encourage desired behaviors through financial levers

Benefits of Financial Management

 Reduce unnecessary cost
 Evaluate and prioritize new initiatives properly
 Make consumers more considerate about how they request resources
 Improve your planning and budgeting
Financial Management Implementation Steps
 Define cost structures and other definitions
 Get visibility across all your hybrid IT
 Identify and address inefficiencies
 Evaluate and prioritize new initiatives properly
 Allocate cost based on activity
 Plan and budget for the future

IT Service Continuity Management

It focuses on planning for incident prevention, prediction, and management with the goal of
maintaining service availability and performance at the highest possible levels before, during,
and after a disaster-level incident.
Its to reduce the downtime, costs, and business impact of incidents by putting effective,
standardized processes in place for when those incidents do inevitably occur.
Because without a plan, there are a lot of factors that can slow—or stop—incident recovery.
Having a well-documented, clear plan for service continuity management will help minimize any
delays caused by learning curves, time away from the code, disaster panic, or midnight alerts.
Scenarios is such that services should be provided to customers all the time.To provide value to
the customer at the time of failure of normal availability conditions. Concerned with managing
risks at the time of unwanted events. It ensures that required things can be restored with in
desired and agreed time. The task is to analyze the business process their impact and IT
infrastructure susceptibility.
IT Service Continuity Management objective
From a business perspective, its goal is to reduce the downtime, costs, and business impact of
disaster-level incidents.
Process involved in IT service continuity management
 Collection of service level agreement
 Resources are to handled like people, time and money
 Begins by agreeing to the availability targets with the customer

Capacity Management
It ensures proper utilization of available resources and makes future capacity requirement
available in cost-effective and timely manner. Capacity Management is considered during
Service Strategy and Service Design phases.
It also ensures that IT is sized in optimum and cost-effective manner by producing and regularly
upgrading capacity plan.
Capacity Management Activities
 Producing capacity plans, enabling service provider to continue to provide services of
quality defined in SLA.
 Assistance with identification and resolution of any incident associated with any service
or component performance.
 Understanding customer’s current and future demands for IT resources and producing
forecasts for future requirements
 Monitoring Pattern of Business activity and service level plans through performance,
utilization and throughput of IT services and the supporting infrastructure, environmental,
data and applications components.
 Influencing demand management in conjunction with Financial Management
 Undertaking tuning activities to make the most efficient use of existing IT resources.
 Proactive improvement of service or component performance
Capacity Management Activities
 Produce and maintain an appropriate up-to-date capacity plan reflecting the current and
future needs of the business.
 Provide advice and guidance to all other areas of the business and IT on all capacity and
performance related issues.
 To manage performance and capacity of both services and resources.
 Assisting with diagnosis and resolution of performance and capacity related incidents and
problems.
 Assess the impact of all changes on the capacity plan, and the performance and capacity
of services and resources.
 Ensure that proactive measures to improve the performance of services are implemented
wherever it is cost justifiable to do so.
Capacity Management Elements
Capacity Management broadly includes three components:
 Business capacity management
 Service capacity management
 Component capacity management

Availability Management
It ensures that IT services meet agreed availability goals. It also ensures new or changed service
meet availability goals and doesn’t affect the existing services.
Availability is expressed as: (Agreed service time – Down time)/Agreed Service Time

Availability Management Process

Availability Management process is comprises the following key elements −
 Reactive activities
 Proactive activities
Reactive activities
Activities that are involved in operational roles are known as reactive activities. Activities such
as monitoring, measuring, analysis and management of all events, incidents and problem
involving unavailability come under reactive activities.
Proactive activities
Activities that are involved in design and planning roles are known as proactive activities.
Activities such as proactive planning, design & improvement of availability come under
proactive activities.

Availability Management process is completed at following two interconnected levels −

 Service availability
 Component availability
Service availability
It deals with the availability and unavailability of service and also the impact of component
availability and unavailability on service availability.
Component availability
It deals with component availability and unavailability.
Q5. Write the short notes on the followings:
1. IT Service Continuity Management.
It focuses on planning for incident prevention, prediction, and management with the goal of
maintaining service availability and performance at the highest possible levels before, during,
and after a disaster-level incident.
Its to reduce the downtime, costs, and business impact of incidents by putting effective,
standardized processes in place for when those incidents do inevitably occur.
Because without a plan, there are a lot of factors that can slow—or stop—incident recovery.
Having a well-documented, clear plan for service continuity management will help minimize
any delays caused by learning curves, time away from the code, disaster panic, or midnight
alerts.
Scenarios is such that services should be provided to customers all the time.To provide value
to the customer at the time of failure of normal availability conditions. Concerned with
managing risks at the time of unwanted events. It ensures that required things can be restored
with in desired and agreed time. The task is to analyze the business process their impact and
IT infrastructure susceptibility.
IT Service Continuity Management objective
From a business perspective, its goal is to reduce the downtime, costs, and business impact of
disaster-level incidents.
Process involved in IT service continuity management
 Collection of service level agreement
 Resources are to handled like people, time and money
 Begins by agreeing to the availability targets with the customer

2. Capacity Management
It ensures proper utilization of available resources and makes future capacity requirement
available in cost-effective and timely manner. Capacity Management is considered during
Service Strategy and Service Design phases.

It also ensures that IT is sized in optimum and cost-effective manner by producing and regularly
upgrading capacity plan.
Capacity Management Activities
  Producing capacity plans, enabling service provider to continue to provide services of
quality defined in SLA.
 Assistance with identification and resolution of any incident associated with any service
or component performance.
 Understanding customer’s current and future demands for IT resources and producing
forecasts for future requirements
 Monitoring Pattern of Business activity and service level plans through performance,
utilization and throughput of IT services and the supporting infrastructure, environmental,
data and applications components.
 Influencing demand management in conjunction with Financial Management
 Undertaking tuning activities to make the most efficient use of existing IT resources.
 Proactive improvement of service or component performance
Capacity Management Activities
 Produce and maintain an appropriate up-to-date capacity plan reflecting the current and
future needs of the business.
 Provide advice and guidance to all other areas of the business and IT on all capacity and
performance related issues.
 To manage performance and capacity of both services and resources.
 Assisting with diagnosis and resolution of performance and capacity related incidents and
problems.
 Assess the impact of all changes on the capacity plan, and the performance and capacity
of services and resources.
 Ensure that proactive measures to improve the performance of services are implemented
wherever it is cost justifiable to do so.

3. Configuration and Incident Management

The purpose of configuration and incident management process is to restore normal
services back to normal as quickly as possible. In a way that has little or no negative
influence on your business. Hence, ensuring the agreed level of service quality.