Professional Documents
Culture Documents
ITIL Foundation Presentation
ITIL Foundation Presentation
Triple P
To let the philosophy work, we need:
People
Customers, Users, IT Staff & Top Management Processes ITIL Products Tools and IT technology
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IT Process
Objective
Result
Activities
Operational Level
Department X
Department Y
Department Z
Input Process
Output
Step by step
improvement
Act Plan
Check Do
Time Scale
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Service Delivery
Security Management
Case Studies
Service Support
Service Mgt. 1
ITIL Practitioners :
-Configuration Management -Service Desk -Problem Management -Change Management -Capacity Management -Availability Management -Financial Management For IT Services -Service Level management
+ Exam
IT
Business
GAP
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Supplier UCS
IT
OLAs
Business
SLAs
GAP
GAP
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Supplier UCS
IT
OLAs
Business
SLAs
GAP $ Charging
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Profit
Supplier UCS
IT
OLAs
Business
SLAs
GAP $ Charging
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Profit
Supplier UCS
IT
OLAs
Business
SLAs
Suppliers
GAP $ Charging
Pricing
$
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subject to change
Can be managed
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A CMDB contains RELATIONSHIPS BETWEEN CIs , DOCUMENTATION and goes much further than an Asset DB Tool
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Planning Identification/ verification Register & Recoding of CIs Status Accounting Controlling & Updating Auditing
Detail (Attributes)
CMDB
Scope
(Category)
How to Determine IMPACT of Incidents through the Relationships between the CIs
DB
Virus Scanners
Backup os
Security
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Baseline
Configuration Baseline
Configuration of a product or system established at a specific moment in time, which captures both the structure and details of the product or system
A snapshot or a position, which is recorded. Although the position may be updated later, the baseline remains unchanged and available as a reference of the original state and as a comparison against the current position
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Status of CIs
Life Cycle of a CI
Scope of the CMDB
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and availability are maintained according to the existing SLAs beginning till end and communicate about them till the moment they can be closed
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Structures!
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Incident Any event / interruption, which is not part of the standard operation of a Service or causes a reduction in the quality of that service Work-Around Method/ temporary solution of avoiding an Incident, so that the normal standard operation can continue Service Request Every Incident not being a failure in the IT Infrastructure (=Password redefinition)
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Terminology
Users
Prioritization
CMDB
Categorization
- Hardware - Software 24
Routing Incidents
1st Line-Support 2nd Line-Support 3rd Line-Support
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Terminology
Problem
When the root cause (=underlying cause) of one or more incidents is not known Known Error A condition that exists after the successful diagnosis of the root cause of an Incident or Incidents, when it is confirmed that a CI is at fault. (We can remove the error by implementing a change)
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Service
Desk
Problem Management
1
Problem Control
2
Error Control
Identification and registration Classification Assigning Resources Investigation and Diagnosis Establish Known Error
Error Assessment
RFC
Successful completion
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Monitor Change Management Initiating changes: Fix Incidents Control RFC Identify trends/ trend analysis
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Terminology
Change The addition of, the modification of, or the removal of, approved and supported CIs or baseline CIs Request for Change Form use to record details of a request for a change to any CI; can be submitted from each single ITIL Process Forward Schedule of Changes Schedule that contains details of all the Changes authorized for implementation and their proposed implementation dates. It also shows the dependency of each change!!!
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Impact of a Change
Standard
The change may be executed without contacting the Change Manager (Manual with standard Changes) Small Business impact on the Services. The Change Manager is entitled to authorize this RFC Medium Business Impact on the services. The RFC must be discussed in the CAB. The Change Manager requests advice on authorization and planning Large Business Impact on the services. Management is involved in the decision process
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Category 1
Category 2
Category 3
Priority of a Change
Urgent Change necessary immediately, approval by CAB/Emergency Committee (CAB/CEC) High Change needed as soon as possible Medium Change will solve annoying errors or missing functionalities (can be scheduled)
Project
RFCs
Verification
Built Phase
Roll Out Back-Out Implementation Authorization /Refusal for Implementation by the Change Manager
P.I.R
Release Manager
A
A A
R Financial Manager
Incident Manager
Problem Manager
Configuration Manager
Business Representation
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Clarification
Change Manager
Release Manager
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DSL
Linked with CMDB
Logical Storage
Distribution
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DHS
One or More Physical File Storages
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Form of Releases
Full, Package And Delta Release
Release policies
Release Frequency
Version Numbering
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To determine the right Capacity, against the right costs and justifiable considerations of IT resources. So that the agreed Service Levels with business are achieved at the right time
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Modelling
Trend analysis Simulation modelling Baseline models
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Terminology
Availability = MTBF (Mean Time Between Failures= Up Time) Maintainability = MTTR (Mean Time To Repair =Down Time) Serviceability = MTTR (Mean Time To Repair =Down Time) Reliability =MTBSI (Mean Time Between System Incidents) Resilience (Redundancy) Security = (Confidentiality, Integrity & Availability)
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T Unavailable=Downtime A M iv T a m i T B e l R F a b = l S A e e v = U r a p v it ili m c a e
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R W I T M e I T s M B t E S o I r = e R e l b ie
Vulnerabilities
Risk Analysis
Risk Management
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(AST-DT)
X 100%
AST
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Availability Formula
In Series
Network Printer Print Server
In Parallel
Avail = 90%
Disk Y
Avail = 90%
Avail = 80%
Disk Z
Security Management
The Process of managing a appropriate level of security on information and IT Services Protection of Security in a more structural an organized manner Managing and Controlling Security procedures
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S B S I e u L T S c s A e u r ic i n u t e r y
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C A I E P S o v n r a n n a t o f s f i e t e u i l g e g r d a r c u i e b i t a n n i t i r g
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Security Definitions(2)
Risks Analysis (Quantitative Process) & Risk Assessment (Qualitative Process); CRAMM Security Policy; why security is done Security Standard; What to do
Security Lifecycle
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Access Control Systems development & Maintenance Business Continuity Management Compliance
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Security Activities
Assess (Analyze) Risk; Prerequisite to implement any
security measures
Manage Risk reactively; Quick action, Counter-measures Develop Security Policy; document that is easy to read &
assimulate
Benefits
Corporate Management Receive Assurance
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Challenges
Expensive and no Benefits The Ostrich Approach, or ITll never happen
2me! You can not protect against all the threats Lack of Senior Management interest Entropy Rules; Security degrades over time!, Maintaining
security at the agreed level is an imperative
Reporting
1. 2. 3. 4. 5. Risk Assessment Reports Security Breaches with details of:
type of Breaches How caused Counter-measures in place (and why failed) Actions taken, and to what effect Recommendations for action to avoid repetition
1. 2. 3.
Reduce Time of
Recovery
Reduce Costs
Survival
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Implementation
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Testing
Change Management
Training
Assurance
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Risk Analysis
Risk Management
Recovery Options
Cold Standby
Gradual Recovery
Warm Standby
Intermediate Recovery
HOT Standby
Immediate Recovery
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ALL change through the Change Advisory Board! (=Change Management Process)
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Business IT Requirements
Charges
Charges
IT- Accounting
Base IT decisions on cost-effective
assessments, in such a way that it is measured service by service
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services provided in a fair manner (what you use is what you pay for) they spent on IT Services and influence customer behavior by advising them how to spend their IT Funds
&
Supply of IT services
How???:
Know the requirements of the business Know the capabilities of the IT Organization
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perspective Data such as reaction times, escalation times and IT Service support should be made measurable Reports should be produced on regular bases, and they should be used Reports contains measuring values concerning the NOW supporting Service levels and the latest trend developments in that Service(s)
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2
IMPLEMENT SLAs
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PERIODIC REVIEW MANAGE THE ONGOING PROCESS
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Contracts:
I OLAs C I O S U n u T L e C t s A r p e t O v s p r o r s i l n a m g c i l e a r n I iC T z a (
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Must be Focused on IT staff (performance & delivery) Describes exactly what we need to do, to deliver the
desired quality of service
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Delivery Availability Reliability Throughput Transaction response times Batch turnaround times Contingency & Security Charging
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Exam Preparation
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BREAK A LEG!!!!!!!
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